The fine print of expectations

Imagine receiving a contract without reading the fine print. You sign on the dotted line, assuming you've got a great deal, only to discover hidden clauses and unexpected obligations down the line.

That's what happens when we set expectations without truly engaging in dialogue.

We all know setting expectations is Management 101, yet it's still one of the most common sources of frustration, conflict, and misalignment in teams.

Why? Because we mistake a memo for a conversation. We assume they understand what we want. We equate delivering a one-time speech with ongoing understanding.

We assume alignment, but too often it’s closer to two ships passing in the night, each with a different interpretation of the same map.

Setting expectations is not a dictation; it's a negotiation. It's a dance of clarifying, questioning, and aligning perspectives. It's a conversation that evolves over time, adapting to changing circumstances and new information. It means:

Asking, not just telling: What do they understand? What are their assumptions? What challenges might they foresee?

Listening, not just speaking: Paying attention to verbal and nonverbal cues, checking for understanding, and being open to feedback.

Iterating, not just declaring: Revisiting expectations regularly, especially during milestones or changes in scope. “Are we still on track?” “Is anything unclear?” “Do we need to adjust our approach?”

The fine print of expectations isn't just about details; it's about building trust, ensuring clarity, and empowering everyone to contribute their best work.

The next time you think expectations are clear, pause. Have the conversation.

Because surprises now are better than

Surprises later.