Let’s be real…the expectations of the leaders of our organizations change frequently.
2020, anyone? ?
Setting 2020 aside, I’m seeing this happen across organizations at an even more rapid rate in 2021.
Things can move so fast sometimes that clearly communicating new or changing expectations takes a back seat to getting things done.
However, if everyone doesn’t get on the same page sooner rather than later, there’s a price to pay, quite literally.
If leadership isn’t communicating the latest and greatest expectations, employees simply aren’t given the opportunity to rise to them.
This can lead to missed opportunities for increased earnings and/or efficiencies.
Not to mention, low employee morale when they find out their performance isn’t meeting expectations and their pay is affected.
In times like these, making time to get on the same page is of the utmost important.
I’m not talking about a “let’s-pull-up-and-have-a-chat” kind of conversation.
No, this rapid change calls for deliberate, focused, and transparent communication
How can you as an employee facilitate such a discussion with your manager? Or as a manager, how do you do this with your employee?
First, find a date and time and schedule the conversation – and stick. to. it. like it will cost you ?beaucoup bucks? if you miss it.
Second, write down your thoughts BEFORE the meeting and revisit them at least once before to refine them. By writing down your thoughts you develop your own talking points.
Third, share your thoughts in the meeting and be open to hear what your manager or employee say, as well.
Fourth, during the discussion, get creative and come up with ideas on how you, your manager, or your employee can rise to the new and improved expectations. If you’re a manager, tell your employees you’re there for them and their success.
Fifth, document what you both agree on. This ensures that everyone is on the same page (figuratively and literally) on how the new expectations and goals will be met.
Sixth, if you’re the employee with new expectations to meet, write down what you will need to be successful and go create it or ask for it. If you’re a manager, put your coach hat on and keep it on through all the trials and tribulations as your employees rise to new levels in their performance.
Do these steps sound daunting?
Maybe you’re thinking, “Where do I even begin?”
Or do you wonder what “putting your coach hat on” looks like in real life?
If so, I’m your gal!
Set up a free meet ‘n greet and I’ll help you get started in the right direction.