Setting Expectations

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This is an expansion on an idea from another article that I wrote a little while ago, where I mentioned the importance of the expectations you set for your teammates. Due to the significance I place on it, I felt it appropriate to expand on what was briefly covered in the other article.

Creating and setting the right expectations is a vital part of management and is often where many people go wrong because they feel that certain expectations should be implied or team members should be able to just figure it out. Nope. This is a mistake that can even start from the interview process before the job is even secured and is a sure fire way to get off on the wrong foot with your team member. There are several areas where clear expectations need to be set but before we even get into them its important to note that as the manager and leader of the team it is also very important that you yourself stick to the expectations that you are setting. So don't force anyone on your team to work in a manner that you yourself are not willing to do; this relates to working hours, volume of work at one time, importance, timeframe, desired methods or outcomes, and the outcomes of success or failure.

Working hours are probably the easiest to set expectations for but likely the expectation that is broken the most. Contacting people out of office hours, asking them to come in on their days off, and just expecting them to live and breathe the job is unreasonable. It's important to recognise that people have a (sometimes more important) life outside of work and to respect the work life balance of each team member, including your own. This is something that should be established during the hiring process, the working hours meaning both the total per week and the day to day hours which your team members will be working. If some of your team members are working remotely in other countries you should establish when they can work as well (if the time difference isn't too large then they can work at the same time, otherwise you can try to have a few hours of overlap per day). Contacting your team members outside of office hours should be kept to a minimum and even so should be reserved for truly important messages that cannot wait until or directly affect the next day.

Workload has a great influence on stress levels and job satisfaction, when people are overloaded with tasks, given little support, or time, mental health can suffer greatly. It has been shown that offering social support in the workplace can greatly reduce the stress that being overworked can cause. However, this comes with a large caveat; very high social support can actually lead to increased stressed levels when overworked (possibly due to the person feeling like they need to have their hand held and need too much help) so there is a balance that needs to be established. There may be times where someone may need to do more than initially thought, but this should be an exception and not the rule. If someone’s workload is to exceed the norm it would be imperative to offer some support in managing the tasks and to balance it out later on; for example, if someone on your team had to balance multiple tasks for a while (could be due to any number of reasons, team member is sick, time crunch etc.) then balance it out by giving them a lighter workload for a little while so they don't get burnt out.

Covid-19 made massive changes to the way in which we conduct our work, especially for office workers. Remote working and hybrid systems are becoming more and more popular around the world, and as such it is important to establish clear communication channels and to not force people to be in the office when their work can be done just as easily, more importantly just as well, remotely. Just because upper management decided to rent a swanky and expensive office building should not be cause to force people to come in. Of course, there are certain factors that could change this such as the presence of certain vital equipment in the workspace that cannot be easily relocated in which as a leader, it's your responsibility to ensure that certain expectations are understood and adhered to by everyone on your team. If this is the case, it needs to be clearly established from the beginning. Much like working hours, office hours (and freedom for your team to choose them) should also be clearly communicated when working in a hybrid system.

When it comes to setting expectations for success and failure, clarity and empathy are key. As a manager, it’s crucial to define what success looks like for each task or project, as well as to provide a roadmap for not only avoiding potential failures but dealing with them if one were to fail. Success should be clearly articulated. Whether it's meeting a specific deadline, achieving a quality standard, or surpassing a performance metric, your team needs to understand what constitutes a win. Recognition and positive reinforcement go a long way in motivating your team and reinforcing the behaviours that lead to successful outcomes. For example, as a small celebration for success, we would have them pick out a restaurant to order lunch for the day and get some dessert as well instead of our catered meals that we had everyday. This would be considered an intrinsic reward, meaning the kinds of rewards that aren't monetary. However, if this person was consistent in exceeding their expectations, extrinsic rewards would also follow in the form of a pay bonus, extra days off, or some other work perk.

On the other hand, mistakes are inevitable, and how you handle them as a leader sets the tone for your team. It’s important to communicate that failures are not just accepted but are seen as opportunities for learning and growth. Foster an environment where team members feel safe to take calculated risks and are not paralysed by the fear of making mistakes (social support mentioned earlier). For instance, in a project I managed, one of our developers missed a critical deadline which hampered many other deadlines. Instead of pointing fingers, we used it as a learning experience to improve our planning and communication processes. This approach not only salvaged the project but also strengthened our team's problem-solving skills and resilience. When team members know that their successes will be celebrated and their failures will be handled with understanding and constructive feedback, they are more likely to engage fully and take ownership of their work.

In conclusion, setting clear expectations for your team is a cornerstone of effective management. From defining working hours to balancing workloads and fostering a healthy work-life balance, every aspect plays a crucial role in building a cohesive and motivated team. With the rise of remote and hybrid work models, establishing transparent communication and flexibility has never been more important. By clearly articulating what success looks like and framing failures as learning opportunities, you create an environment where your team can thrive. Celebrating successes and handling failures with empathy and constructive feedback not only boosts morale but also promotes resilience and continuous improvement. As a manager, your role is to set these expectations clearly, live by them, and support your team through the inevitable ups and downs. In doing so, you lay the foundation for a productive, engaged, and satisfied team that can tackle challenges head-on and celebrate victories together.

Audenaert, M., Decramer, A., Lange, T. and Vanderstraeten, A. (2016), "Setting high expectations is not enough: Linkages between expectation climate strength, trust, and employee performance", International Journal of Manpower, Vol. 37 No. 6, pp. 1024-1041.

Glaser, D. N., Tatum, B. C., Nebeker, D. M., Sorenson, R. C., & Aiello, J. R. (1999). Workload and social support: Effects on performance and stress. Human Performance, 12(2), 155–176.

Young Lee, S. (2006), "Expectations of employees toward the workplace and environmental satisfaction", Facilities, Vol. 24 No. 9/10, pp. 343-353.