There is an art to setting clear expectations. Below, you’ll find a checklist on how to set clear expectations with your team. You can also listen to a short Micro-Learning video here.
1️⃣ Step 1: Find a 1:1 setting
This can be a regular meeting, a first meeting with a new hire, even a call with a late-stage job candidate.
- Make sure expectations are written down somewhere you can both access them.
- You may want to share expectations before you meet to enable time for processing (this is good for more senior team members).
Check out our guide on the 4 Types of 1:1s you should master.
2️⃣ Step 2: Be explicit
Explicitly say, “These are my expectations of you over [insert time period]” in [insert capacity].
- Walk through what you’ve written in the ironclad expectations template.
- Use the magic word “expectations” so that it’s extra clear what this means. It’s surprising how many team members later share they had no clue they were expected to hit a metric or behave in a certain way.
3️⃣ Step 3: Share context
Include the “why” – explain why this work matters to the business, team, or customers.
- Explain how you developed expectations if you have insight and it’s relevant. For example, “We calculated the target of support tickets per day by [xyz process] and while this is a high bar, it’s achievable”. Or “I provided a lot of input to Product on the roadmap and surfaced your feedback to them”. Or “I’m not going to lie – we need to hit big numbers this month. It’s aggressive, I think we can do it if we [insert xyz approach], and I’m putting a bigger bonus in place”.
It’s an added bonus if you can tie expectations to what motivates your direct report. Not sure what motivates your team? You can use our Motivation Map exercise to uncover what motivates each team member.
4️⃣ Step 4: Clarify what is at stake
- Be very clear what the consequences of meeting expectations are. Also be clear if not meeting expectations comes with a particular consequence. This may be what you expect of anyone in the role.
Perhaps this is a special project that creates a clear path to promotion. On the other hand, this may be a last chance before you have to determine whether this is the right fit for a team member. - Meeting expectations may come with an incentive – annual increase, commission, bonus. Oftentimes this step gets skipped because it feels obvious or uncomfortable. Later, team members will share confusion or be caught off guard.
- Do not over promise either. It’s tempting to suggest that something good might happen, like a promotion. Unless you are absolutely 100% certain of that outcome, do not tie it to expectations. The best way to gain clarity is to ask your manager if you can tie a specific expectation to a specific outcome.
5️⃣ Step 5: Check for understanding
Encourage your team member to ask questions.
- Ask them:
- “Is anything unexpected? Unclear?”
- “Do any resource requests come to mind?”
- “Are you excited or nervous about anything?”
- “Can you play back your priorities to me?”
6️⃣ Step 6: Explain how you will track progress
- Write notes in a 1:1 or team document
- Use a dashboard
- Peer feedback
- Customer feedback
7️⃣ Step 7: Label when you will check in on their performance
You’ll likely use a mixture of methods. Here are some examples:
- Daily stand-up
- Regular 1:1 meeting
- Team meeting
- 90 day check-in
- Scheduled feedback session
- Annual performance review
Clarify if you expect the team member to self-report on progress and how. Perhaps you ask them to commit to work each day and then report on progress via slack or a team huddle (this is a good idea for junior team members or for someone who’s working on a new skill or a stepped up capacity).
8️⃣ Step 8: Describe your involvement and the resources that are available
You may be very hands-on if the person is new, or someone is building a new skill or expanding scope. You may give autonomy if the person is seasoned at the work expected or independence is a step in their growth. It’s great to clarify your involvement early so that your team member isn’t caught off guard in either direction.
Even if you do not plan to be very involved, it’s important for your team to know how to ask for help. This can give you an opportunity to get involved early and prevent failure.
