Clarify Expectations
"Almost all conflict is a result of violated expectations." Blaine Lee
Do you agree?
The question is posed in this chapter, "How much 'poor performance' is really due to a lack of clarity around what is expected? And what is the effect of all of this on trust?" (p.193)
This trust-enducing behavior is based on the principles of clarity, responsibility and accountability. The opposite of clarifying expectations is to leave expectations undefined, assuming they are already known (or not having clarity on them yourself). There must be a shared vision of the desired outcome - and as we know from our leadership consultant friend Patrick Lencioni... communicate and over-communicate the desired outcome (mutual goals). You cannot over-communicate.
Remember, repetition is the mother of all learning, but there are other checks and balances to make sure that you are using the best communication method for the situation. If anyone is interested in this topic, let me know!
Does your team know what results are expected? Deadlines? Budget constraints? Expected behaviors on the job? Without accountability, all of our great education, communication, preparation, sales efforts, support structures and initial capital layout has gone to waste. The final results - including the excellent quality of those results - are too important not to clarify expectations.
Covey makes the very good point that communication is NOT easy. Just because you think you have communicated, doesn't mean you have. You may have just said something.
As Alan Greenspan so (clearly?) put it: “ I know you think you understand what you thought I said but I'm not sure you realize that what you heard is not what I meant.”
Why do we have to go to the trouble to clarify when we communicate? Because disappointed expectations are the underlying reason for most trust issues.
Marshall Thurber once said, "Clarity is power."
I found this point interesting, but not really surprising: The number one reason for unethical behavior at work is unrealistic expectations! The point is made that people have to be given the chance to push back against expectations in order to find a place that works from both points of view.
Covey's formula for clarifying expectations:
1) quantify everything! What results? By whom? By when? At what cost? How will we measure it?
2) honor the fast-cheap-right rule: You can usually pick TWO or else one will be compromised. Covey's proviso on this is that you can have all three only if you have high-trust! Something to think about!
Let's hear what you thought about this important behavior in teams!
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