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 it is that they understand 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. One of the key management imperatives that every manager should embrace is setting clear expectations for those that work for you and then focusing on managing those outcomes.

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.

 #1 – Be Clear on What You Want

What is the desired result of the work that one or more people on your team are doing? Yes, I realize that the ultimate answers generated (e.g., the answer to a process of discovery or specific calculations, the content generated or the feedback obtained) may not be known, but you should have a concrete handle on the specific outcome you are desiring to see and your first task in setting expectations is to communicate that clearly to the person or group responsible for that work. 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).

 #2 – 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.

 

Even if you don’t get questions or feedback in the initial conversation, welcome these clarifying questions or conversations during the process to avoid the situation where someone just keeps going without feeling confident that they are moving in the right direction.

 #3 – 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.

 #4 – Assist in Removing Obstructions and Overcoming Obstacles

As a manager, I always felt one of my most important task was to be a resource in terms of removing obstructions or overcoming obstacles as those that reported to me worked towards the completion of their tasks and achieving their goals. 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.

Yes, 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. This is where you can truly impact the progress towards goals and have opportunity to coach specific skills or understanding about how things work in the organization.

 #5 – Manage the Outcome

The last thing to keep in mind when setting the right expectations is that you never abdicate your 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 where you will interact with the person or team assigned a specific project. Milestones are normally set based on progress points (progress in results or achievement) during a project, but you could also set specific dates as milestones.

 1:1 Meetings

Another option which I myself found productive 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. This type of activity serves to keep everyone informed on the overall work going on in your area and also gives you a chance to see the various contributions that different team members have to offer for future consideration.

Regardless of your method for staying in touch, this goes back to the first statement of this section – you cannot abdicate your responsibility/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.