At one time, Kelsey knew Brandi as the assistant manager at her favorite coffee shop, perpetually navigating the cramped space behind the counter while expertly juggling three drink orders while also fixing the Wi-Fi for a frustrated customer.
One year later though, Kelsey ran into Brandi at a downtown networking event where the barista had traded her coffee shop apron for a sharply cut suit, holding a mocktail and looking every bit the confident entrepreneur.
But in between those two moments? That’s where the real story, and the real lesson, lived.
From Lattes to Leadership
When Kelsey first started frequenting the coffee shop, Brandi stood out. It wasn’t just her energy. It was her directness.
If the espresso machine was broken, she didn’t pretend it wasn’t. She explained the problem, told you how long it would take, and offered a free refill while you waited.
It was small, but it was also rare: Brandi knew how to address issues head-on without drama.
So when Brandi landed an internship at a well-known marketing firm, Kelsey wasn’t surprised. She was curious, though, about how that directness would translate in a corporate environment.
The Networking Event
At the networking event, Kelsey spotted Brandi across the room and made her way over.
“How’s the internship?” Kelsey asked.
Brandi smiled, then hesitated. “It’s good… but my manager keeps telling me I’m ‘doing great.’ And I’m glad to hear it, but… what does ‘great’ mean? I wish she’d be more specific.”
That one comment stopped Kelsey cold.
Here was a bright, ambitious young professional, eager to learn, and instead of getting actionable feedback, she was getting vague encouragement.
Why Vague Praise Doesn’t Work
Leaders often think praise is enough to motivate, but here’s the truth: compliments without clarity create anxiety.
- The employee hears “great” and wonders, Compared to what?
- They don’t know which behaviors to repeat.
- They worry that next week “great” could silently turn into “disappointed” without warning.
Brandi’s experience was a reminder that the gap between positive intention and engaged impact is where trust can fray, especially with early career talent.
The Three Lessons Brandi’s Story Proves
1. Clarity Beats Compliments
“Great job” feels good in the moment but doesn’t guide future action. Clarity does.
Instead of: “You’re doing great.”
Try: “You’re doing great because of your attention to detail. You caught that client error before the meeting, which saved us from sending the wrong data.”
2. Feedback is Fuel
Early career professionals crave feedback not because they’re insecure, but because they want to get better, faster. Waiting for an annual review is like giving them GPS directions after they’ve already driven past the exit.
Instead of: Saving feedback for performance reviews or scheduled update meetings.
Try: Quick, in-the-moment comments that tie behavior to results.
3. Context Creates Commitment
When Brandi understood why her work mattered, she lit up. Without that connection, even motivated employees can start to feel like cogs in a machine.
Instead of: “Thanks for finishing the report.”
Try: “Thanks for finishing the report. It helped the sales team prepare for the pitch that landed our biggest client this quarter.”
Bringing It Back to the Coffee Shop
Kelsey remembered a morning once when Brandi’s shift started late because of a delivery delay. Rather than just apologizing to customers, she explained: “The pastries are on the way, but the truck had a flat tire. If you’re in a hurry, here’s what’s ready right now.”
That same instinct, to offer transparent, clear facts and practical solutions, was what Brandi needed from her corporate leaders.
It wasn’t about making the workplace “fun” or “hip.” It was about creating a foundation of trust through clarity, honesty, and shared purpose.
A Leader’s Checklist for the First 90 Days with an Early Careerist
- Define Success Together
- Ask: “What does ‘success’ mean to you in this role?”
- Share: “Here’s what success looks like from my perspective.”
- Create Feedback Loops
- Schedule quick weekly check-ins.
- Make feedback a two-way street. Ask what you could do better as their leader.
- Connect the Dots
- Tie tasks to outcomes.
- Explain how their work impacts the team, clients, or mission.
- Spot and Name Strengths Early
- Tell them what they do well and why it matters.
- Give them opportunities to use those strengths more often.
The Takeaway
Brandi may not have realized it, but she was holding up a mirror to her manager, and to every leader responsible for early career talent.
The next generation doesn’t just want a ladder to climb. They want to know where it leads, why it matters, and how to climb it better tomorrow.
If you give them clarity, feedback, and context, they are more likely to grow into leaders who will do the same for the people who come after them.
And that’s how we build better teams, better workplaces, and a better future of work.