Expectations Unclear

Domain: Execution - Estimated reading time: 3 minutes

"I wasn't clear about what I wanted, but it's not that."

That's the message many of us, as leaders, regularly send to our teams by failing to set clear expectations.

And this isn't a "once-in-awhile" issue. Unclear expectations are the main driver for a majority of performance issues at work.

In other words, the first thing we should troubleshoot when we see poor performance is our own communication. Here a few tips for doing just that…

Results focused

One of the mistakes leaders make is putting too much focus on the task and not enough on the result. That's because it's much easier to confirm a task was completed, even if we can't gauge how well it was completed.

But the result is what you and the organization ultimately care about. The task is simply one way in which you might get to that result.

Let's say one of your directs is responsible for running a large, cross-functional project. You want to ensure things go smoothly so you ask for weekly status update meetings so that you and all stakeholders have visibility towards overall progress and any potential issues.

This is a pretty common ask. The problem is, the weekly status update is just a task. It's a means to an end. What you really care about is the progress of the project itself. Too often, I've seen these status update meetings turn into routine "everything's on-track" check-ins.

Instead, think about the result you want. In this example, what is the progress you'd like to see? Is it X% completed each month or is it milestone based? At what point is a project roadblock significant enough that you want to know about it? The nature of the project will influence what makes the most sense, but the point is to focus on the output as opposed to the input.

Provide the why

Along with the results, you also want to provide context as to why the activity matters.

Much of the work we do is so complex that it's impossible to prepare someone for every decision and scenario they will encounter. Giving them the context of why the work matters will help them navigate those ambiguous scenarios where something unexpected has come-up. They don't need guidance from you on how to handle every scenario because you've equipped them with broader vision of why it matters.

Providing the why may or may not include desired long-term outcomes. Outcomes here are different than results, which tend to be more immediate. Think of outcomes as the long-term value delivered by consistent positive results. Outcomes help you communicate the vision for why the work is important.

Add specifics

Now that you have given the desired results along with the context of why they're important, we can focus on the details of the task itself.

While specifics are important, it's also a balancing act. You want to be specific enough to guide success without getting so prescriptive that you are micromanaging the process.

I recommend you do this by being specific with only the things that are non-negotiables. Things like budget, deadlines, legal compliance, etc.

Whatever they are, make sure they are truly non-negotiable if you are prescribing them. Too often, I've seen leaders provide deadlines that were really just arbitrary "nice-to-have-by" dates. If there is not a hard deadline, let the individual have some say on the time they need to deliver the desired result.

At minimum, you should be able to answer "who is doing what by when". Again, the "when" may be a date that they self-selected, but it still needs to be stated and agreed-upon.

Thank you for reading. My hope is always that you've found something helpful and easy to implement. If you have feedback, suggestions or questions, please reply to this email.

If you are interested in exploring one-on-one coaching to transform your leadership, email me at [email protected] and we’ll coordinate a free, one-hour discovery session.

This week’s action items:

Identify a goal or expectation that you need to discuss with one of your employees.
The next time you meet with them, focus on the result that you would like to see without spending too much time on the task.
Explain why the work is important to the broader mission of the team.
Wrap-up the conversation by discussing any non-negotiable criteria.