The following are five steps to use to set and communicate clear expectations:
1) Focus on Outcomes; 2) Define Roles; 3) Monitor; 4) Provide Feedback; and 5) Reinforce.
1. Focus on Outcomes. Expectations should focus on outcomes, not activities. In other words, you achieve clarity when you identify the expected results rather than the method for achieving them. Managers often make the mistake of attempting to direct the process that staff will use rather than being clear about results.
Defining the objective often requires some thought on the part of the manager because it is easy to fall into the "activities trap".
2. Define Roles. Clearly outlining and explaining the role of each team member, including key job responsibilities, is necessary at the outset. When setting expectations for staff, it is important to define your own role as a leader as well. Explicitly state that you expect to be a resource, if you want them to know that you are available to assist with problems.
3. Monitor. Monitoring is the follow-up that the manager provides after expectations have been set. It can take many forms, from a formal status-review meeting to a casual conversation in the hallway. Regardless of the form, monitoring is the component that indicates that the project or assignment is important to you as a manager and that you are interested in its outcome. It enables you to assess the progress and assist if unexpected roadblocks emerge.
4. Feedback. Feedback is the process of communicating what is working well and what needs improvement. Focus on progress, any course corrections that may be required, and the subordinate's view of the project. It is key to allow employees to debrief their experience. As the leader, you will be in a better position to evaluate not only their progress, but also what future responsibilities they may be able to undertake.
5. Reinforcement. Rewards or consequences come into play to provide either positive or negative reinforcement.
Certainly, you want to reward a positive outcome. Rewards can take a number of forms, but regardless of the type, they should be timely, specific, and relevant to the employee. Consequences also should be timely and specific while focusing on how the employee can improve performance.
While giving negative feedback often is uncomfortable for many managers, on-the-job behavior is shaped by both circumstances and consequences. If there is no downside to poor performance, it is difficult for managers to raise the performance bar for any of their staff.
