Sharing Performance Expectations With Stakeholders

“Every few months, something new gets added to my plate. More projects. More people. More expectations. But no one’s telling me what success actually looks like. I’m making it work, but I’m guessing. And the feedback I get is vague at best.” That's a quote from a client a few weeks ago. And if you're like most leaders I know, you’ve taken on more lately. But nothing got redefined. No new goals. No updated metrics. No alignment conversations. You’re doing more, but still being measured by your old job. And deep down, the fear creeps in: “I’m working twice as hard and I don't know if I'm doing the right things to really move the needle.” It's more common than you may think: Only 50% of employees strongly agree they know what’s expected of them at work. (Gallup) And it gets worse when roles expand without proper clarity or support. So what happens? You try to do it all. You say yes to everything. You avoid asking for clarity just in case it makes you look unsure. You hope your work speaks for itself. (Hint: it doesn't.) Here's how under-performers respond: – Avoid clarity conversations altogether – Wait for someone else to set direction – Assume effort will magically cover the gap And most leaders: – Say yes to everything to prove their value – Work harder, hoping it’ll get them noticed – Guess what matters most, then overcompensate But high performers: – Define what success looks like, even if no one else has – Reset expectations directly with their managers and stakeholders – Clarify their scope and priorities on paper (not just verbally) – Track outcomes, not just tasks If you’re dealing with this right now — here’s how we coach leaders through it: 1. Audit what you’re actually doing, not what’s in your job description 2. Map your scope: what’s yours, what’s unclear, and what needs to go 3. Define what success should look like in this version of your role 4. Reset expectations with your manager or stakeholders using a simple alignment doc or email 5. Track progress monthly so your accomplishments become visible 6. Ensure your manager and stakeholders are aware of your progress by communicating clearly what you've done, what you've said no to and how you've delivered results This works because it addresses: The work. The structure. The required conversations. And the fear that says, “You’re not allowed to clarify this.” You are. And if you want help, I’ve got space for a few coaching sessions this week. We’ll clarify your role. Build your alignment plan. And help you lead from there. Message me if you want one. #ExecutiveCoaching #LeadershipDevelopment #StrategicLeadership #HighPerformers #PerformanceUnderPressure #RoleClarity #LeadershipTools

Reality check: if your employees are not able to perform well, it’s not their mistake. It’s yours. Nearly 50% of employees say that they don’t know what their managers expect from them. As a result, they become disengaged and aren’t able to give results. This is why managers need to take responsibility and set the right expectations using the ICE framework: ▶ I: Idea Convince your team that they are not just completing a task, but are contributing to a greater vision. ↳ Ensure that they know your “why.” ↳ Get them aligned with your vision. ↳ Tell them how their contribution can help the organization. ▶ C: Concerns Address any challenges your team faces and let them know that you are invested in their well-being. ↳ Conduct 1:1 meetings to understand their issues. ↳ Encourage open communication and make them feel valued. ↳ Provide access to tools, training and resources they might need. ▶ E: Expectations Don’t leave them confused and frustrated. Communicate everything clearly. ↳ Set clear goals and timelines for each task. ↳ Document performance standards and key deliverables. ↳ Review progress and provide feedback to ensure clarity. Remember, your team can get things done only when they are fully engaged. And it’s up to you to take care of this. What strategies do you implement to set the right expectations with your employees? #employees #team #leader

What’s the #1 cause of frustration and friction you encounter as an organizational leader? We believe the answer centers on “unmet expectations.” We have observed a common 4-step cycle when companies hire new employees and begin setting expectations. The cycle goes like this: Step 1: Hope. After a new hire, the supervisor is hopeful the new employee will fulfill their assigned role perfectly, and the employee is excited about their new job. Step 2: Unclear expectations. Rarely does the supervisor take the time to engage the new employee and deliver a clear duty description with roles and responsibilities. Despite not delivering clear expectations, the supervisor is sure that the employee understands their expectation of “ABC” but often the employee has a very different picture of the expectations and believes their job entails “XYZ” Thus, they quickly transition to the next step. Step 3: Frustration. The supervisor grumbles, “My darn employee won’t do their job!” While the employee complains, “My boss is a toxic leader!” This leads to a critical decision in Step 4. Step 4: Fire/Quit/Tolerate. The supervisor fires the employee. The employee quits. Or they maintain the work relationship, but the team suffers due to suboptimal performance. A healthy 4-step cycle looks like this: Step 1: Hope. This remains the same. Step 2: Clear Expectations. The supervisor sits down with the employee and gets to know them during onboarding. They both share their backgrounds, hobbies, families, goals, and strengths/weaknesses. The supervisor asks, “What are your expectations of me as your supervisor?” The supervisor creates an environment of caring engagement and open communication. Only when this is complete, does the supervisor clearly lay out the expectations for the employee in the form of 1) Company Values 2) Required Skills 3) Roles and Responsibilities 4) Goals/Key Performance Indicators. Step 3: Review Standards. The supervisor regularly sits down with the employee and reviews these agreed upon standards. The supervisor praises the employee for areas of compliance, holds them accountable for areas of non-compliance, and helps the employee solve problems and develop in their role. Step 4: Conform or Leave. The supervisor is on a firm foundation and the employee chooses to either conform to the clear standards or leave the team. This healthy cycle is vital to solving two critical aspects of organizational leadership. The first is building culture. The values the supervisor describes to the employee are the desired cultural values of the company. Relaying the importance of these at the outset and routinely reinforcing them is essential to building the company’s desired culture. The second aspect is holding people accountable. The clear initial discussion and following one-on-ones minimize emotions from the equation and make holding someone accountable a much easier and feasible endeavor. Looking for more leadership development? Message me!