HR & Management

Seven rules of engagement for successfully managing expectations in your business

9 min read

25 March 2016

What’s all the fuss about managing expectations with employees? It’s a simple exercise with many benefits, right?

So how come so very few managers ever sit down and properly discuss the finer details of how they work together for real success?

In the real world, the need to “manage expectations” usually becomes blindingly obvious only after a gap has come to light. This gap can arise because assumptions are made “that we’re on the same page when we’re not”; that “someone has briefed me when they haven’t” or when someone thinks “it’s obvious” when it isn’t.

As soon as you sense the gap, there’s a feeling that you don’t quite trust the person as much as you used to. Here’s an example:

Sarah and Ali worked together well for two years as peers. When Sarah was promoted to line manager, the relationships between them shifted. She had trouble finding the balance of being friendly and being the boss. 

Affected by tension between them, Ali’s performance fell off noticeably. Sarah moved from being a co-operative peer to being a bossy boss. Each thought the issue lay with the other person. Trust was strained and working together was difficult.

Conflict like this arises between individuals who have differing expectations for each other and this can happen whether or not a shift in role is experienced. If “clarity” is not achieved, relationships and performance can be affected long term unless something stops the rot.

By sitting down and agreeing “rules of engagement” Sarah and Ali could discuss and agree how to work well together, in the new set up.

It’s often not noticed beforehand. When rules of engagement become strained, it shows in the interactions and conversations, which may shift from being friendly and cooperative, to abrupt and defensive.

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It’s not unreasonable that managers have expectations of employees; the job and its requirements will have been discussed in depth at interview. These may change over time in the job.

However, the level of specificity is seldom detailed, which leads to gaps in understanding and expectations between both manager and employee.

What is unreasonable is, when employees are left to guess, to read the manager’s mind (good luck with that one!) or at worst, to find out by accident or when things go badly wrong.

In today’s workplace good people-managers will sit down and personally discuss with every member of their team. The questions below can easily be woven into regular interim review conversations, appraisals and inductions.

The focus of the conversation is NOT about job tasks or the job description; rather it is about how you both work together to clarify priorities, to achieve desired levels of performance and what to do when things go wrong.

You need to explain what you need and expect from them and why, and what they can expect from you.

Continue reading on the next page for seven tips on how to set up a healthy rules of engagement agreement, and eight assumptions to avoid when working with other’s expectations.

Seven tips on how to set up a healthy rules of engagement agreement

The purpose is to set up and hold an intelligent conversation that yields greater clarity and joint agreement going forward.

(1) Enter the conversation with the intention to listen to connect; rather than to pushing your views onto others. Connecting enables you to find out new information, and gain new insights while you share and explore together

(2) Be aware of being addicted to being right because it closes down contributions from others; it causes conflict within teams and makes you look like you’re grandstanding. Instead, maximise the valuable opportunity this conversation offers.

(3) Prepare. With a clean sheet of paper and pen, draw a line down middle – giving two columns. Head one column What I need & expect from you and the other What you can expect from me? 20 minutes getting clear will be time well spent. It will enable you to have a conversation that sets the working relationship up for success. 

(4) Reach out to the other person you wish to manage expectations with. Let them know you want to explore and cooperate on developing a set of shared Rules of Engagement. Ask for their cooperation. 

(5) Ask them to prepare (see three above) and let them know you’ll both share findings. Yes, I know, this may put you, them or both out of your comfort zones; better that than continued distrust, dysfunction and poor performance.

(6) Sit down, listen, talk, share. Through two-way dialogue come up with a set of shared rules of engagement that you will both work to. This will be your touchstone when things change and it can be renewed at any time. Expectations will need tweaking over time – that’s a good thing. It means that lines of communication remain open and that trust stays in place. 

(7) Build a strong foundation of trusting relationships at the start of a project or process forms a great foundation to the working relationship. It means that when things get tough, that solid foundation will pay dividends. Rebuilding trust and clarity takes effort and time and may well be the difference between retaining or losing the person.

Eight assumptions to avoid when working with other’s expectations

(1) That it’s obvious, isn’t it? I shouldn’t have to spell it out (it isn’t and you do)

(2) That because you said it, they heard it, they get it, they agree (they don’t, they might not)

(3) Because you know them you don’t need to be explicit about it (you do)

(4) I’ll do it when we do the annual review (do it now, review it then)

(5) They can pick it up from their colleagues (it’s too big a risk)

(6) It’s not much different to how we worked on the last project/last year (it’s not the same)

(7) Because they know us, they don’t need you to be explicit (you do, they do)

(8) Others will know intuitively and accurately what you need and expect of them (good luck with that one)

(9) Because you said it once, they’ll remember it (they won’t)

In conclusion, finding the confidence, finding the time, finding the commitment to discuss rules of engagement helps both parties manage expectations. It takes courage. It engenders trust.

It enables misunderstandings, assumptions, expectations and aspirations to be clarified and negotiated; and most importantly of all – it sets the working relationship up for success.

Don’t miss these five steps for creating engaged employees.

Catherine Joyce is MD of people management firm BlueQuay, and author of Being An Agile Leader-Manager. She is a business leadership consultant and confidant to directors, senior managers and emerging leaders in blue-chip companies across a range of industries. Follow the company on Twitter at @bluequay.