The “Reset Meeting” That Actually Works
(Attendance, Expectations, Accountability)
Client:
“I’m seeing a pattern of attendance issues—late arrivals, frequent call-outs, people drifting in after start time. It’s not just one person, and it’s starting to feel like ‘this is just how things are now.’ I don’t want to come down hard, and I also can’t ignore it. Is there a way to reset expectations without sounding like a drill sergeant?”
Consultant:
Yes—and you’re right to address this now. When attendance and reliability start slipping across a team, it quietly becomes the norm unless someone intentionally resets expectations. A reset meeting isn’t about punishment. It’s about clarity.
When done well, it gives everyone the same message at the same time, without singling anyone out.
Client:
“So this should be a group meeting, not individual conversations?”
Consultant:
Start with the group. When a pattern is widespread, a team-level reset is often the most effective first step. It reinforces expectations while giving people space to reflect without feeling targeted.
Individual conversations can come later if the behavior continues.
Client:
“What’s the goal of a reset meeting, exactly?”
Consultant:
The goal is to clearly answer three questions for everyone on the team:
- What are the expectations?
- Why do they matter?
- What happens if they aren’t met?
A good reset meeting is calm, direct, and consistent. It’s not a lecture—and it’s not a venting session.
Client:
“I worry it will come across as accusatory. How do I open the conversation?”
Consultant:
Lead with observation, not accusation. Focus on patterns, not people.
You might say:
“I want to pause and reset expectations around attendance and timeliness. I’ve noticed more late arrivals and unscheduled absences across the team, and I want to make sure we’re aligned on what’s expected and why it matters.”
This signals awareness without blame.
Client:
“What if people immediately start explaining or defending themselves?”
Consultant:
That’s common—and this is where structure helps. A reset meeting isn’t the place to resolve individual circumstances. Acknowledge that challenges happen, and then bring the focus back to expectations.
You could say:
“I know things come up, and if someone is dealing with an ongoing challenge, that’s a separate conversation we can have. Today, I want to make sure we’re all clear on expectations and how we move forward as a team.”
That keeps the meeting from going sideways.
Client:
“How explicit should I be about accountability?”
Consultant:
Very clear—calmly and professionally. Ambiguity is what creates frustration later.
You might say:
“Being here on time and ready to work is part of the job. Moving forward, attendance issues will be addressed individually if they continue.”
This isn’t a threat. It’s clarity.
Client:
“What if someone says the expectations are unrealistic?”
Consultant:
That’s worth listening to—but it doesn’t mean expectations disappear. If multiple people raise the same concern, it may point to a workload, scheduling, or burnout issue that needs attention.
You can say:
“If there are barriers making it hard to meet expectations consistently, I want to understand that. At the same time, attendance still matters, and we need to find solutions—not lower the standard.”
Client:
“Is it okay to ask for commitment from the team?”
Consultant:
Absolutely. A reset meeting works best when it ends with shared responsibility.
Try:
“My expectation is that everyone recommits to these standards. If something gets in the way, I expect you to communicate early so we can address it appropriately.”
This reinforces accountability without micromanagement.
Client:
“And if nothing changes after the reset?”
Consultant:
Then you move to individual accountability. A reset meeting sets the baseline. If behavior doesn’t improve, you now have a clear reference point for follow-up conversations.
At that stage, it’s no longer about reminders—it’s about performance expectations.
Client:
“So let me make sure I’ve got this. A reset meeting is about addressing the pattern, not calling people out. I need to clearly restate expectations, explain why they matter, and be upfront about accountability. I should listen for real barriers, but not lower the standard—and if things don’t improve, follow up individually.”
Consultant:
You’ve got it. Calm, clear, and consistent is the goal. When people know what’s expected—and see that you’ll follow through—you prevent attendance issues from becoming the culture.
The Foundations Behind a Reset Meeting
If you want to understand why this approach works—or why some reset meetings fall flat—it relies on a few core foundations:
- Clear expectations – People can’t meet standards that feel vague or implied.
- Consistency – Addressing patterns at the team level prevents perceptions of favoritism.
- Psychological safety – A calm, professional tone keeps people open instead of defensive.
- Accountability – Expectations matter only if follow-through exists.
- Role clarity – Managers set and reinforce standards; employees are responsible for meeting them.
- Follow-through – A reset only works if it’s backed by action when behavior doesn’t change.
Even one well-run reset meeting can prevent months of frustration and repeated reminders.
Need a Sounding Board?
If you’re preparing for a reset meeting—or navigating attendance, expectations, or accountability issues—and want a second set of eyes, we’re here to help.
If we can help with this or anything else, just give us a call. 503-885-9815 or fill out our Contact Form and our team will be in touch.