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What do you expect? It鈥檚 such a seemingly simple question. Yet it鈥檚 one I see get muddied, repeatedly. Expectations are ubiquitous, but it does not guarantee they are understood.

There is a trend I have been witnessing in workplaces 鈥� people are hungry for clearer expectations. I have some theories as to why that is. During times of growth and change, things can feel uncertain. In the face of uncertainty, we seek clarity and control. People want to better understand direction, priorities, and desired outcomes 鈥� especially when those things keep shifting!

Sometimes what I observe is that expectations only get clearly expressed when there has been a violation of those expectations. In other words, it becomes more apparent what we want when we are not seeing the results we had hoped for, or when our frustrations are on the rise. We may not enjoy the experience, but our frustrations are phenomenal data points. They tell us what matters to us, and they illuminate the gap between what we want to happen and what is really happening. Frustrations are the yellow (or red) flags indicating that we might have a misunderstanding or misalignment that needs our attention.

Setting clear expectations is not just for when things go off the rails or when people are struggling to deliver. High-performing, growth-oriented professionals want to elevate their knowledge and skills, build capacity and confidence in executing their role, and contribute to the organization鈥檚 success. When you provide the kind of guidance that helps them be successful, the impact is contagious, and the work gains momentum.

How can you help them get there?

A leader鈥檚 role is to help cultivate potential for the success of each individual, the team, and the organization. When you can paint a picture of what success looks like 鈥� for them, for the initiative, or for your customer 鈥� you help create the road map to achieving it.

鈥淓xpectations 鈥� they can feel so heavy.鈥� Recently, a leader expressed that it felt adversarial to articulate her expectations. She shared that her team is overwhelmed and she was concerned that stating her expectations felt like she was piling onto the stress and demands of the job. But as soon as she said it out loud, she had an epiphany: 鈥淧eople are hungry for them! Expectations actually reduce their stress.鈥�

This gave the leader inspiration to bring clarity to her direct reports in their next one-on-one meetings. She understood the 鈥渃larity is kind鈥� mantra. It sets the stage for a much more collaborative discussion about the scope of the work and responsibilities attached.

The reality is that our expectations exist no matter whether we articulate them. It is better to express them through regular conversations than to leave them to chance, or to only be explicit when problems and friction surface.

Articulating expectations might expose the gap between where someone currently is and where you would like to see them. That performance gap is the space where leaders can coach and mentor a team member.

Elevate your expectation-setting skills

Getting better at articulating expectations is one of the highest-leverage leadership skills 鈥� especially in environments where people are overwhelmed, moving fast, or working cross-functionally. Here are some specific ways you can practice:

1. Slow your thinking so others can catch up. Leaders often assume their expectations are clear because they are clear in their own heads! (I鈥檝e been guilty of this). Consider pausing and get clear on:

• the outcome I really want
• why it matters
• what 鈥済ood鈥� looks like
• what 鈥渄one鈥� looks like
• the difference between non-negotiables and flexible components

2. Provide a simple, repeatable formula: Expectations = Outcomes + Standards + Timeline + Check-ins. For example: 鈥淏y Friday I would like to see a one-to-two-page draft of the problem statement, in the context of our business goals, with recommended next steps. We need this before the Executive Committee meeting, so let鈥檚 do a quick check-in on Wednesday to make sure you have what you need.鈥�
3. Make expectations collaborative, not top-down. Even when you know what you want, invite people into the process:

鈥淗ere鈥檚 what I鈥檓 thinking; what might I be missing?鈥�

鈥淲hat feels doable?鈥�

鈥淲hat are you excited about?鈥�

鈥淲hat makes you a little nervous or uncomfortable?鈥�

Open-ended questions like these can expose blind spots, build buy-in, and increase alignment.

4. Add context to provide meaning. When people know why something matters, the instructions land better. 鈥淭he reason this needs to be precise is because 鈥︹�� or 鈥淲e are prioritizing this because 鈥︹�� or 鈥淭his helps us avoid 鈥︹�� is a way to invite team members into being a part of the solution. They can contribute even more collaboratively. Context turns a task into a purpose.
5. Check for understanding. You can ask grounding questions like: 鈥淲hat are the most important pieces you are taking away from our conversation?鈥� Or 鈥渨here might you need more clarity?鈥� Or 鈥渨hat obstacles do you anticipate?鈥� You are not quizzing them but rather co-creating clarity. And it鈥檚 better to check for understanding in the moment than weeks later when things are going south.

Leadership clarity is not a one-and-done exercise. You can conduct ongoing 鈥渃larity audits鈥� by supporting your team with check-ins. Does everyone know what success is? Are deadlines understood and realistic? Have expectations shifted?

Demonstrate the behavior you want to see. You have more credibility when you deliver on the expectations of your role. When you communicate clearly, ask good questions, avoid ambiguity, and generally demonstrate personal accountability, you are setting the tone for others to follow. This reflects a kind of integrity that builds mutual trust and respect.

Where can you bring more clarity to your expectations?

Karen Natzel is a business therapist who helps leaders create healthy, vibrant and high-performing organizations. Contact her at 503-806-4361 or [email protected].

The opinions, beliefs and viewpoints expressed in the preceding commentary are those of the author and do not necessarily reflect the opinions, beliefs and viewpoints of the Daily Journal of Commerce or its editors. Neither the author nor the 91视频 guarantees the accuracy or completeness of any information published herein.