Issues: Managing Expectations

The issue: A very bright but distracted employee. Indeed, he is so absent-minded that the manager questions whether the behavior is authentic. The manager also views him as the least productive and most unfocused team member; he doesn't take his job very seriously and socializes excessively. As a result, the manager is considering lowering his expectations of the employee. The manager tells me he thinks he set those expectations too high when he first took over the department because, at that time, this person was his most senior team member. At this point the manager also believes he may have to reestablish some trust on both sides. The manager sought my advice.

Dan's advice: Before lowering expectations, create an environment for him to grow into your expectations. Find out how he views things. What he likes, and doesn't like, about his job. What are his expectations? How well are his expectations being met on the job? In essence, begin by getting a handle on how he views his job and his role in the department. After that you can then try to make him a partner in creating a set of expectations that will benefit the both of you. Expectations that will improve the work environment for him, while also improving his performance and contribution to the department.

If you can both agree on a clear set of performance expectations that are appropriate and realistic, then you can begin to coach and mentor him on what he needs to know and do to meet those expectations.

Also realize that the foundation of trust is mutual respect. The framework for trust is a set of mutual expectations. The process of gaining trust involves maintaining respect while managing expectations and teaching people how to meet those expectations.

About me: Dan Pelley is an educator specializing in management training and development programs for supervisors and other first-line managers in Connecticut, Massachusetts and Rhode Island. The issue recited above came from a participant in one of his supervisory management development programs.

Copyright © 2009 Daniel W. Pelley
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