Effectively Managing Expectations

Most large organizations have well-developed job descriptions, competency models, performance reviews, and learning programs intended to make sure people know what is expected of them; unfortunately, such tools and programs aren’t enough. The percentage of people in organizations who claim uncertainty or confusion about what is really expected of them is much too high. Consider how one successful company addresses the issue.

The Home Depot, the fastest growing retailer to reach $80 billion in sales, has revolutionized the home improvement industry, offering 35,000 different kinds of building materials, lawn and garden products, and related services that include free in-store clinics, design and decorating consultation, truck and tool rental, home delivery, free potting, and much more. What’s the key to their success? Store employees know exactly what’s expected of them. For example, as part of the company’s demanding 24-month Store Leadership Program, associates participate in over 250 hours of intense classroom learning, four different job rotations, and focused mentoring by company leaders. According to insiders: “You gain exposure to all facets of The Home Depot business—the store, functional areas, providing customer service, leading teams, solving critical business issues, and delivering on expectations.” At Home Depot associates rarely complain about expectations not being clearly defined or communicated.

On a scale of one to ten (ten being highest), how would you rate the clarity of what’s expected of you in your organization? How would you rate the clarity of what you expect from your direct reports? When did you last sit down with your boss or one of your direct reports to fully clarify expectations? To learn more about how to effectively Form, Communicate, Align, and Inspect Expectations, join our Accountability Community at www.partnersinleadership.com, where you can review actual client case studies.