What Works: Yes, you want it. But do you expect it?
Once I heard someone say, “expectations are pre-meditated resentments.” I used to LOVE that statement. I proceeded to throw my expectations out the window and delight in what I got. Unfortunately, what I got was all over the place. It was unfocused. It was sometimes unacceptable.
In essence, in the effort to try to be “go with the flow,” I had thrown tree branches and boulders in my stream. Today, I say, “uncommunicated expectations are pre-meditated resentments” and not only is it OK to want, it’s preferred to EXPECT.
You want a cohesive team in your workplace. But, as a leader, do you expect it? When you expect and communicate, you set the scene with a roadmap for success. Unfortunately, some companies have played it loose for so long new expectations can be seen as mandates. Change is inevitable. But rapid change can throw some teams into a tailspin.
Here’s how to clearly communicate expectations, both in your personal and professional life.
Have the conversation face to face. Text message and emails have become the “memo” of the present. If you are older, you might remember paper memos. Some offices still use them. This is not memo material. When change is evident, sitting down and working through the change (video counts if you are remote) is the preferred option. Emotions and nuance do not translate via text and email. So, for any sensitive change, especially those that convey expectations or ask for agreement, try not to use digital methods.
Build shared vision. Life is about building win-win situations. When you build a shared vision with your team, everyone is on board the ship. You choose a heading and you go there. When you don’t build shared vision and engage in top down directives versus leadership, you might find you leave people on the dock. Some are hanging for dear life onto the port side bow. Others are just chilling in the galley waiting for the crew to make a decision. All of this results in lack of productivity.
Construct the roadmap together. Sit down with your team and map out the path to change. What needs to change? What are the resources needed to create the change? What skills might be needed? What tasks need to be completed? Who is willing to raise their hand to own those tasks? When will everything need to happen? Construct the roadmap and get your team excited about where the map will take them.
Gain buy in. Once you develop shared vision, do a check in. Is it realistic for everyone to hold to their commitments? Is anything standing in the way. A facilitator can sometimes be helpful during this time. Some team members don’t like to rock the boat, only to find themselves dissatisfied with the outcome. Intensive and courageous questioning is required at this time.
Develop a safe space for questioning and dissenting opinion. This is ongoing, Don’t create the map, gain buy in, and call it done. Google is constantly sending cars around to map road changes. Think of your questions as those cars. Departmental needs change over time. Personal needs change.
People become promotable. People also stop pulling their weight and need a check in. Sometimes, the best laid plans fall because the external environment changes: political, environmental, social, and technological changes can be external culprits that necessitate a pivot. It’s called a PEST analysis. You could have a PEST spotter on the bow making sure your plans still work considering the state of the ocean.
What expectations do you have that you may not be communicating? How can you communicate with your team, your customers, even your family, just a little better this week? Turn the chat below, or the conversation, into a live session to get insight where you need it most. The floor is yours, Carson City.
ABOUT DIANE DYE HANSEN
Diane Dye Hansen has more than 20 years of experience in communication and change management gained in the sectors of government, non-profit, healthcare, publishing, advertising, entertainment, and technology. Her Critical Opportunity Theory helps organizations and leaders turn challenge into opportunity through proper leadership and team communication.
She is the president and founder of What Works Consultants, Inc., a consulting firm which helps business leaders communicate when communication is hard. This is done through research, strategic communication planning, change management consulting, human resources recruitment and training. She is a columnist on CarsonNow.org. To meet her and learn how she and her team can help your company, visit What Works Consultants, Inc. online at www.whatworksconsultants.com.
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