Management: Set Clear Expectations

Nothing is more frustrating for a team member than delivering results only to discover that this is not what was wanted or expected. Even worse, an employee sitting at their desk after a meeting and unable to really digest or express what their manager wants from them. The good news is that there is no reason for this to happen if you, as a manager, ensure that you set clear expectations and that your team members clearly understand how they will be held accountable.

Setting Clear Expectations

The reality is that setting clear expectations is not something that is overly difficult or magical. Well, that is, unless you as a manager don’t really know or understand the future state, results, or outcome desired when managing an individual. With that in mind, here are my “keys” to setting clear expectations.

Be Clear on What You Want

What is the desired result of the work that one or more people on your team are doing? Clearly state “what” you want to see as an outcome, the timeline (including any specific deadline) for achieving that outcome, and how you want the outcome presented/delivered (e.g., in person, by phone, email, spreadsheet, PowerPoint).

Ask Clarifying Questions Up Front

A key step in setting expectations is to ask clarifying questions such as “Do you need more information?,” “Is there something else you need from me to get this done?,” “Do you have any questions?,” “Are there any specific resources you need?” It is important to create an opportunity for feedback and for questions when setting expectations so that the person or group can fully digest and fully understand the desired outcome.

 Avoid Managing the “How”

Unless it is absolutely necessary that someone achieves an outcome using a specific process, it is best not to manage “how” things get done. This would normally fall into the “micro-management” category and falls short of the empowerment you want to relate to your team members. There are a few situations where you must specifically relate “how” one should do something –

• the person is new and needs guidance because they have not done this before
• you are asked a specific question relating to how this should be done
• the outcome is directly tied to how something gets done and you must relate that significance to the person or group assigned doing this work

However, in most business situations, not only is the “how” not important to discuss, but you are also empowering others to find the best way to accomplish a task and some new improvement in best practices may arise because of this.

Assist in Removing Obstructions and Overcoming Obstacles

As a manager, one of your most important roles is to be a resource in terms of removing obstructions or overcoming obstacles that might block the progress of your team. Make it clear to your direct reports that you are there for them if they need assistance in navigating the organization, finding resources they need to get the job done, uncovering data sources or specific data they need, or perhaps even in knowing how to deal with a particular individual or customer.

You want those reporting to you to be resourceful and take initiative; however, occasionally they will need your “clout,” experience, connections, or specific “know-how” to overcome a specific obstacle or obstruction they encounter.

Manage the Outcome

The last thing to keep in mind when setting the right expectations is that you can never abdicate your own position of accountability for outcomes. Of course, that doesn’t mean just do it yourself if you don’t see progress. After setting the right expectations, your focus can then settle on managing outcomes. What is managing an outcome? This means you continue to clarify information, you assist in removing any obstacles encountered, you continue to motivate and inspire, and where necessary you get more involved and participate to ensure that progress continues towards the desired outcome.

One important step in making sure you have the opportunity to continue to manage the outcome of any project is to determine how you and your team likes to function in terms of staying connected. Below are a few choices.

Milestone Checkpoints

One option is to use milestones as a means of predetermining specific points (e.g., related to progress or time related) where you will interact with the person or team assigned a specific project.

1:1 Meetings

Another option is to have standing one-on-one meetings with direct reports and use those regular meetings to hear updates on projects and determine how you can best assist them in achieving their goals.

Team Meetings

Another option is to have these project updates/check-in discussions in the context of your team meetings. This may work if you have a highly collaborative team that enjoys hearing about other work going on and welcomes contributions and suggestions from those within the group.

Regardless of your method for staying in touch, this goes back to the first statement of this section – you can never abdicate your own position of accountability for outcomes. Ultimately, you are responsible as a leader for the desired outcome or for creating new outcomes, so delegating without any interest in staying in touch with progress is not in your best interest. At the same time, constantly checking in and micro-managing the process is not healthy for your team. Your level of involvement is going to vary based on the experience and talent of your team and their specific ability to deliver.

Leaders find the Right Balance

Along with setting clear expectations and managing outcomes comes an important balancing act where you empower others to be productive and to learn and yet, you also continue to be accountable for and manage the desired outcomes. You start with clear expectations. You welcome clarifications and questions along the way. You follow through by staying in touch, staying engaged, and managing the outcome.

If interested, you can also read the first two related LinkedIn posts, Management: Empowerment vs. Control and Management: Be Available.