SET EXPECTATIONS
WHY IT MATTERS
Unclear expectations are very often at the root of discord and confusion between people and their leader. It is the role of the leader to make sure that expectations are perfectly clear. They need to ensure people understand where to go, and how to get there. If a leader does not know how to set expectations in terms of what needs to be achieved, and the parameters for doing so, they will only cause problems and frustration. Leaders who effectively set expectations place their people on a clear and unquestionable path to do their work and deliver high performance. Leaders who don’t set expectations well will wonder, and leave their people to wonder, if time and resources are being used in the very best way to achieve the very best results.
WHAT IT LOOKS LIKE
Leaders that set clear expectations ensure their people know what to do and how to do it. They don’t assume people know what is expected of them. They ensure people understand the who, what, when, where, why, and how for each assignment they are given. They clarify the resources available and other necessary parameters. They communicate expectations in a way that motivates people instead of making them feel like a mere means to an end.
Leaders that set expectations define what their expectations are before divulging them. They know the danger that comes with interrupting work with changed expectations once the work has already begun. They don’t surprise people with new expectations. They make sure they are set on their expectations before they announce them, and once they give them, they stick to them.
Leaders that set expectations know that expectation setting needs to be more than just a one-time activity. Rather than giving goals and expectations irregularly, or only at the beginning of a project or task, they make expectation setting an ongoing process and discussion with those they lead.
Leaders that set expectations don’t place them so far out of people’s ability to achieve that they invite discouragement and disillusionment. They ensure their expectations are high enough to require the very best people have to offer without overdoing it. They ask themselves if they would be willing to accept the expectations they give to others before giving them.
Leaders that set expectations affirm people’s comprehension of the expectations they share. They encourage people to ask questions, push back, clarify understanding, and challenge assumptions being made. They allow people to talk until they have perfect clarity of what to do.
Leaders that set expectations find opportunities to continually reinforce their expectations. They know basic human nature requires constant reminders of the things that matter most. They remind people of their expectations but don’t do it in a heavy handed or controlling manner.
Leaders that set expectations apply measures and metrics to help keep track of people’s progress and performance. They follow the data to know when people are performing well and when they might need help. Their goal isn’t to create undue pressure, but to know early enough when someone is struggling so they can help them.
BELIEFS
BEST PRACTICES
WORDS OF CAUTION
Unclear expectations are very often at the root of discord and confusion between people and their leader. It is the role of the leader to make sure that expectations are perfectly clear. They need to ensure people understand where to go, and how to get there. If a leader does not know how to set expectations in terms of what needs to be achieved, and the parameters for doing so, they will only cause problems and frustration. Leaders who effectively set expectations place their people on a clear and unquestionable path to do their work and deliver high performance. Leaders who don’t set expectations well will wonder, and leave their people to wonder, if time and resources are being used in the very best way to achieve the very best results.
WHAT IT LOOKS LIKE
Leaders that set clear expectations ensure their people know what to do and how to do it. They don’t assume people know what is expected of them. They ensure people understand the who, what, when, where, why, and how for each assignment they are given. They clarify the resources available and other necessary parameters. They communicate expectations in a way that motivates people instead of making them feel like a mere means to an end.
Leaders that set expectations define what their expectations are before divulging them. They know the danger that comes with interrupting work with changed expectations once the work has already begun. They don’t surprise people with new expectations. They make sure they are set on their expectations before they announce them, and once they give them, they stick to them.
Leaders that set expectations know that expectation setting needs to be more than just a one-time activity. Rather than giving goals and expectations irregularly, or only at the beginning of a project or task, they make expectation setting an ongoing process and discussion with those they lead.
Leaders that set expectations don’t place them so far out of people’s ability to achieve that they invite discouragement and disillusionment. They ensure their expectations are high enough to require the very best people have to offer without overdoing it. They ask themselves if they would be willing to accept the expectations they give to others before giving them.
Leaders that set expectations affirm people’s comprehension of the expectations they share. They encourage people to ask questions, push back, clarify understanding, and challenge assumptions being made. They allow people to talk until they have perfect clarity of what to do.
Leaders that set expectations find opportunities to continually reinforce their expectations. They know basic human nature requires constant reminders of the things that matter most. They remind people of their expectations but don’t do it in a heavy handed or controlling manner.
Leaders that set expectations apply measures and metrics to help keep track of people’s progress and performance. They follow the data to know when people are performing well and when they might need help. Their goal isn’t to create undue pressure, but to know early enough when someone is struggling so they can help them.
BELIEFS
- Chances are you are only half as clear in expressing what you expect from other people as you think you are.
- You can never assume someone knows enough about what is and isn’t expected of them.
- If you start people out on the right course at the beginning you will have far less to correct as you go.
- Setting expectations requires you to clarify who, what, where, when, why and how the work needs to be done.
- Expectations are only as good as your follow-up to ensure people remember them and are working towards them.
- Setting expectations should be an ongoing activity, and not something that happens in a single discussion.
- If expectations are too high all they will do is demotivate. If expectations are too low you might as well not have them.
- If you wouldn’t want to have to live up to the expectations you just set, don’t expect others to want to either.
BEST PRACTICES
- Expect people to meet expectations.
- Explain the what, why, when, how, and who.
- Don’t be satisfied with mediocre goals.
- Make it clear what resources people have.
- Push people to stretch and achieve more.
- Make sure people know their deadlines.
- Convey the parameters that should govern work.
- Give people metrics to measure their progress.
- Give people the trust to meet expectations.
- Don’t be unreasonable in the expectations you set.
- Do not assume people know what is expected.
- Set expectations you would gladly accept.
- Let people clarify their understanding.
- Review expectations more often than not.
- Give the broad and detailed picture.
- Reward people for meeting expectations.
- Keep expectations constantly visible.
- Ensure people understand their role.
- Communicate the end result of the work.
- Paint a clear picture of the end goal.
- Tell people who is accountable for what.
- Set expectations high, but not too high.
- Do I accept the responsibility to set clear expectations, or do I wish and wait for someone else to do it?
- Do I go and find out if people know what is expected of them, or do I assume people know what is expected of them?
- Do I set expectations in a way that encourages people, or do I do it in a way that discourages them?
- Do I clearly define the who, what, where, when, why, and how of the work, or do I fail to provide direction?
- Do I make expectation setting an ongoing activity, or do I discuss expectations too irregularly?
- Do I create expectations that are reasonable, or do I create expectations that are impossible to achieve?
- Do I check to see if people understand the expectations I have communicated, or do I assume they understand me
- Do I reinforce the expectations I have set, or do I fail to find creative and consistent ways to re-emphasize them?
WORDS OF CAUTION
- Don’t turn expectation setting into micromanaging, taking away people’s control over their own work.
- Don’t over emphasize expectations to the point you discourage people and make them wonder if you don’t trust them.
- Don’t set expectations without getting people’s input, making them feel like they just have to do whatever you tell them to.
- People always know what I expect from them.
- No one has ever told me that they couldn’t read my mind.
- I’m good at sharing the game plan.
- I expect people to do what they say they will do.
- Some might think I give too many details when starting a new project.
- I set clear deadlines when I give someone a new project.