Setting the stage for success: Communicating expectations

 

So, you've got a handle on your leadership style (thanks to last week!), and you're ready to guide your team. But how do you make sure everyone's on the same page? This week, we're looking at a fundamental skill: defining and communicating expectations clearly. Even well-intentioned leaders can stumble if they don't communicate their intentions clearly to the team.

The power of clearly defined expectations

When we think about leading our teams effectively, we often look to culture. Ideally, even when no one is directly supervising, our team's behaviour aligns with what we would expect they are going to do at work. In the ideal scenario, our team shares our vision for what they are going to do and how they are going to do it. However, it all starts with us sharing our vision, in what we say, what we do, and how we communicate.

Benefits of clear communication of expectations include:

• Reduced ambiguity and confusion
• Less time spent resolving conflicts
• Increased responsibility and accountability
• Boost to team confidence and reduces stress
• Facilitates effective feedback and performance management

The expectations you set shouldn't just cover tasks; they should also extend to how your team interacts with each other. The most effective leaders also clearly outline how their teams should interact with customers, the values they should demonstrate, and how and when they should engage with other parts of the organisation or external partners.

Key elements of setting clear expectations

• Be specific and measurable in your approach. It is far better to say, "Complete the client reports by the end of the day," than to say, "Complete your work as soon as possible." Try and stick to measurables that can be quantified.
• Communicate clearly and concisely, using language that everyone understands. Try to avoid acronyms that might cause confusion. While commonly understood acronyms are usually okay, always double-check to prevent misinterpretations. With expectations, clarity is important in how it is communicated; try and leave no doubt over what is required.
• Provide context and rationale. It is often easier to understand what is required when the wider context is provided. There is also a morale boost when employees understand how their work impacts the broader goals of the organisation.
• Ensure understanding. Try and get confirmation that the expectations have been understood. This could come at the time or with a follow-up, depending on the situation. Resolving misunderstandings in a non-judgmental way is important to building trust.
• Document expectations where this will benefit the team. Often, over time, standards can slip, so long-term expectations such as conduct, and ethics are better recorded. Important information such as job or project roles should be documented and circulated to the team for reference.
• Be realistic in setting expectations. Consider the feasibility of what you are asking of your staff. There may be too many time commitments to undertake the task, or there may be bottlenecks elsewhere in processes. Two-way communication based on trust will help you to establish where these are.

Tip for this week

This week, take some time to think about a project or task that your team is undertaking that could benefit from clear expectations. Review how the expectations have been communicated and how effective this communication has been. It may benefit you to ask an independent person to look at what is happening. Identify if the expectations are clear and understood by everyone. If not, what could be done to communicate more effectively? Practice active listening when asking for feedback with the team.

 

Next week we will be looking at building trust and rapport with your team and how you as a leader influence your team dynamic.