How to Ask for a 'Done Example' at Work to Avoid Rework in 2026

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The Problem With Vague Work Instructions

We've all been there. Your manager walks up and says, "Can you make this better?" or "Put something together for the team." You nod, head back to your desk, and start working. Hours later, you present your work only to hear: "That's not what I meant at all."

This frustrating cycle wastes time, kills morale, and creates unnecessary tension in the workplace. The root cause isn't laziness or incompetence—it's a fundamental miscommunication about what the end result should look like.

According to workplace productivity studies, employees spend an average of 30% of their workday managing emails and messages about unclear tasks and rework requests. That's roughly 2.5 hours per day of lost productivity per person. For a team of ten people, that's 25 hours of wasted work each day.

The Simple Solution: Ask for a Done Example

The fix is surprisingly simple and elegant. Before you start working, ask your manager or colleague one critical question: "Can you show me an example of what 'done' looks like?"

This single question does several things:

• It clarifies expectations upfront
• It demonstrates professionalism and attention to detail
• It gives your manager time to think through what they actually want
• It prevents hours of wasted work on the wrong direction
• It shows you're taking the task seriously

Most importantly, it shifts the conversation from vague ideas to concrete examples. Instead of debating what "polished" means or what "better" looks like, you're working from a real-world reference point.

When They Can't Provide an Example

Sometimes your manager or colleague genuinely doesn't have a previous example to share. This is actually valuable information. When someone can't show you what done looks like, it means they haven't thought it through clearly themselves.

In these situations, use the binary choice method. Present two or three clear options and make them choose. This forces clarity and prevents ambiguity:

• Timeline: "Do you want a quick rough draft today, or a polished version tomorrow?"
• Scope: "Do you want a one-page summary, or a five-page breakdown?"
• Audience: "Is this going to a client, or staying internal?"
• Format: "Should this be a presentation deck or a written report?"
• Detail level: "Do you need full source citations, or just the main findings?"

By asking these questions, you're not being difficult or slowing things down. You're actually speeding up the entire process by removing uncertainty from the equation.

Real-World Examples and Scenarios

Let's look at how this plays out in different workplace situations:

Scenario 1: Marketing Campaign Revision

Your boss says: "This campaign needs more pop. Make it exciting."

Without the done example approach, you might redesign the entire campaign, add bright colors, change the messaging, and miss the mark completely.

With the approach: You ask, "Can you show me an example of a campaign you think has the kind of 'pop' you're looking for?" Your boss might share a competitor's campaign or a previous internal project. Now you have a concrete reference point. Maybe "pop" just means larger headlines and better spacing, not a complete creative overhaul.

Scenario 2: Data Analysis Project

Your colleague says: "We need to analyze this data and pull out the key insights."

Without clarity, you might create a 20-page report with detailed statistical analysis.

With the approach: You ask for an example of previous analysis work they were happy with. They show you a 3-page document with visualizations and bullet points. That's your roadmap.

Scenario 3: Document Reorganization

Your supervisor says: "Reorganize this document. It's all over the place."

You could try several different organizational structures and guess wrong multiple times.

Better approach: "Should I organize it chronologically, by topic, or by priority? And should I include a table of contents and section headers?" These binary choices make their preferences explicit.

The Communication Strategy That Works

The key to making this approach work is how you frame the request. You're not being difficult or slow. You're being professional and efficient. Here's how to position it:

• Be specific: "Before I dive in, can I see an example of what success looks like for this project?"
• Explain your intent: "I want to make sure I nail this on the first try, so I'd love to see a reference point."
• Offer options: "Do you have a previous example I could use as a template, or should I ask you a few clarifying questions?"
• Take notes: Write down their answers so you have documented expectations
• Confirm understanding: "So if I understand correctly, you're looking for [description]. Does that sound right?"

This approach works across all communication styles and personality types. Even the busiest, most impatient manager will appreciate the clarity-first mindset.

Key Takeaways

• Ask for a done example before starting any unclear task at work
• If no example exists, use binary choices to force clarity on timeline, scope, audience, and format
• Document the expectations in writing to prevent future disagreements
• Frame the request as professional diligence, not pushback
• This approach prevents hours of rework and reduces workplace frustration
• It demonstrates your value as someone who cares about quality and efficiency

FAQs About Asking for Done Examples

Won't asking for examples make me seem slow or difficult?

No. In fact, the opposite is true. Asking clarifying questions upfront demonstrates professionalism and attention to detail. Managers respect employees who want to get it right the first time rather than guessing and wasting time on rework. You're actually saving your manager's time and effort by eliminating back-and-forth revisions.

What if my manager gets annoyed when I ask for clarification?

If your manager becomes annoyed by reasonable clarification requests, that's a sign of a management problem, not a you problem. However, frame your questions in a positive light: "I want to deliver exactly what you need" rather than "I don't understand what you want." Most managers will respond well to this approach once they see how much time it saves.

Can I use this approach with clients or external stakeholders?

Absolutely. In fact, this approach is even more valuable with clients because miscommunication can damage relationships and lead to scope creep. Asking for examples and clarifying expectations upfront is standard professional practice in fields like design, consulting, and software development. Clients actually appreciate it because they benefit from the clearer deliverables.