Great Expectations

September. The start of a new school year. Charles Dickens may be on the syllabus for some. Across the country there will be Teachers everywhere introducing themselves to a new class. Clearly setting out how the year will work and crucially their expectations of the students. Expectations of their behaviour in class, to each other. Expectations on the work to be produced, homework and how to communicate.

The purpose of this is to set the boundaries for the year. The children are aware of the boundaries and how they need to act. The boundaries are there to allow them to be educated and perform to their best level. The boundaries are there because if there were no expectations, 30 children in a class would decide their own way to behave. The boundaries allow calm waters, but crucially they allow the individuals freedom to learn in their own way at their own pace and be supported and educated as opposed to disciplined and shouted at.

My question is, why do so many Managers fail to adopt this approach in the workplace? If I had a pound for every time this year I have said the phrase “Set the expectation of what they are required to do” I would be as rich as an MP.

Setting expectation of members of your team, most importantly, tells them what you want them to achieve. But secondly it sets the boundaries for their behaviour. As in the classroom if this boundary is breached or the expectations are not met then consequences are required.

Now I am certainly not old school and spend much of my time training on identifying the gap in performance and looking at ways to support or coach the individual to close the gap, rather then focusing on just punishment.

But, I am a firm believer that you have to tell people what you expect them to achieve and how you expect them to behave in order to manage them.

I was with an organisation the other day who said “But we like our people to be autonomous and free to be creative and not controlled”. Brilliant I said. Being a coach I love people to think for themselves. However, an organisation will struggle to succeed with all it's people acting in their own way without collaboration. Success results from a combination of all the elements. A powerful organisation is generally a sum of it parts. An entity built with successful individuals working in sync.

To achieve synchronicity, individuals need to operate in flow, side by side to a common goal. Not over lapping with their own vested interest or goals in the wrong direction or behaviour that doesn’t match organisational values.

Freedom, where desired or required in a role, can come when you allow them to be autonomous and creative within the boundary of where the organisation requires them to operate. Driving their energy and ability in the right direction. Achieving what you need them to achieve in the way they see best to achieve it. That is after all why you hired them isn’t it?

Failing to set expectations or boundaries so easily leads to the issues I have seen all year with under performance not being rectified. Leaving Managers frustrated and organisations potentially under achieving.

It doesn’t take extensive management theory, ability or hours of time or effort to achieve this. The premise is very simple. If you manage someone, sit with them and lay out the expectations of their role or project or behaviour. Consider the following:

- What tasks are they required to do and what level is required?

- What are they responsible for?

- What are they required to achieve and when?

- How do you want them to behave in terms of values and work relationships?

- What are the boundaries in which they are required to operate; physically, emotionally, behaviourally?

If they do not achieve the expectations or breach the boundary then remedial action to address this is required. Supportive action or a consequence. But this needs to happen in a timely manner.

If a Teacher waited until the last day of term to address the behaviour of a child who behaved badly this would result in a very painful term for them and other children. Plus some unhappy parents of that child and others. It is disruptive and hinders success of themselves and others. It is potentially toxic and if not handled, with whichever approach is suitable for the individual child, then could be repeated by other children.

Sound familiar?

An employee failing, unsuccessful. Affecting the motivation of others. Causing others to question why they are not being managed?

Employment law does not allow organisations to set no expectations, take no action, get frustrated after 6 months or a year, then attempt to dismiss. It is a cumulative process based on taking action. It is not judged by how frustrated the employer is.

Equally failing to set expectations or manage those not meeting them does not equate to success.

However, I find myself repeating this basic premise over again. Set expectations. Review if they are delivered. Take action if they are not.

Perhaps this September be more Teacher. Set expectations and boundaries of those you manage. You never know, they might even meet them.