What I believe,and how I put it into practice.

From management, requirements are relatively easy to state: complete materials, clear logic, timely processes, accurate results. Each sounds reasonable alone. In practice, their connections and required time and judgments may not be visible in one sentence.

I think managers should personally walk through key work too. Take a concrete task, follow the standards you set, and examine each step’s inputs, judgments, and cooperation. Hands-on difficulties make vague requirements specific and reveal where methods or sequencing need improvement.

Doing the work need not lower standards. Some details deserve persistence, some requirements need better tools or support, and some repeated labor can be adjusted. What matters is explaining reasons, knowing what you ask others to achieve and what conditions it requires. Such feedback is likelier to help improvement.

This does not mean managers take over all team work. Understand selected key steps, then use that understanding in requirements, support, and judgment. Position grants authority to set standards; practical work reveals their weight. Connecting both makes requirements usable grounds.