August 2008

This month’s newsletter takes a look at the importance of expectations and how this seemingly simple step really drives performance.

I would be delighted to hear your thoughts and comments: ksutherland@sutherlandconsulting.com

Enjoy the final days of summer,

Karole Sutherland

SETTING EXPECTATIONS

It’s no secret that flying is no longer exciting or fun and it’s definitely not romantic anymore. I recently flew from Chicago to Vancouver and the chaos in the departure area reminded me how important it is to be clear about expectations.

As I stood in an endless line waiting to check in, I had lots of opportunity to notice that while the airline knew what they wanted the passengers to do, they made no effort to make sure we understood their expectations. This being an airport, a line had formed so we all joined it carefully watched by an airline employee who cheerily told us that "yes" this was the check-in line for international flights (in at least 3 languages).

As it turned out, what they really wanted us to do was use the self-serve kiosks, of which there were literally dozens ready and waiting – if only we had been told what the expectation was. Proceed to any available kiosk and check in. Instead we stood in line patiently waiting for the few available passenger agents. There were no signs and none of the airline staff supervising the line up let us know that we could go to any kiosk and begin the procedure – no agent needed.

To make matters worse, because it was an international flight and the summer, the narrow corridor in front of the kiosks and passenger agents was jammed with family groups and their veritable mountains of luggage impeding visibility and access to the kiosks. So, not only were expectations unclear, there were physical obstacles that prevented us from seeing the unoccupied kiosks, limiting our ability to seek options and take initiative.

Would it surprise you to know that when the Gallup organization researched the factors most predictive of performance “I know what is expected of me at work” topped the list? And companies that had the top scores for this factor were more productive, profitable and creative. Being able to set clear expectation is an essential skill every leader must master. And yet I’m sure we don’t often think about how we communicate our expectations to others, especially those we work with.

Why is communicating expectations so important if everyone has job descriptions – surely we all know what we are supposed to do at work? Well it turns out that “knowing what’s expected” is more than just the standard job accountability statement. It’s about knowing how what you do fits in with those around you and how expectations change when circumstances shift. This bigger picture about our work is what helps teams accomplish complex projects, adjust to changing situations and is the foundation for real teamwork.

The best teams make sure they communicate expectations constantly. They let each other know what they need as pieces of the project get passed between team members – in explicit terms related to timing, quality and content. And when problems occur they deal with them matter-of-factly focusing on the process and not the person. The best teams learn the strengths and styles of each person on the team which helps them adjust when the inevitable challenges occur. In both good and bad times they know what they can expect from each person on the team.

Does everyone on your team understand how doing their job well contributes to success of the group and the company? Can everyone make a connection between their job and the profits of the business?
Ideas you can use

1. Have frequent expectations conversations with each person on your team. While most people can describe the big goals or milestones they are working on, how clear are they about expectations for the smaller, but equally important projects and tasks that make up the bulk of our daily work. And what do they understand about where their piece fits in with the work of others?
2. Take a look around and see what ‘luggage’ has piled up, obscuring your vision. Do you have processes that no longer serve you and your team? Could these processes be getting in the way, making it difficult to see other options for getting the work done? At your next team meeting ask for ideas about which processes slow down the work. Ask the team what they would do to change things and create an action plan to make it happen.
3. Discuss outcomes, not just expectations When talking about processes, make your expectations clear in terms of outcomes that everyone understands. It might be related to customer satisfaction, speed or quality, but make it an outcome that is meaningful to the group’s goals and can be seen or measured. Thinking back to my airport experience what might have been different for me and the rest of the passengers if the airline staff had the outcome of “Help passengers check in as quickly as possible using all available agents and self-serve kiosks.” Get everyone on your team to describe the expectations for their role using outcomes that enable you to see and measure the results.

Take a moment and think about which of your expectations could use some clarity. It’s an easy way to help your team get great results.

About the Sutherland Consulting Group
The Sutherland Consulting Group helps leaders create teams that get results by showing them how to leverage their personal strengths and the expertise of their team to improve collaboration, decision making and communication. We specialize in developing great teams and outstanding leaders.

Call us: 604.788.9145
Email: info@sutherlandconsulting.com
Web: www.sutherlandconsulting.com
Mailing address: 5212 Maple Street, Vancouver, BC V6M 3T5

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