Category: expectations

leadership dot #3433a: short term

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Short-term and temporary may both refer to brief or non-permanent situations but I think they each have a different impact on our mindset. If a situation is labeled as temporary, the focus becomes on the ending — “this is just for now and soon it will be over.” Contrast that with something that is short-term where there is more of an acceptance that “this is how it is for now.” It may end, but there is a focus on the present.

Clarifying the distinction can help with realistic planning and the setting of expectations. If we treat something as temporary that lingers into a short-term and even longer circumstance we incur mental fatigue as our goalpost keeps moving into the future. If a situation has an unknown ending such as helping someone through recovery, facing budget restrictions, or an extensive road project, it may help to acknowledge that this current state is the reality and adjust your thinking accordingly as if it were a permanent condition.

Language shapes thinking and mindset shapes actions. Don’t make a difficult situation harder by how you frame it.

Originally published in modified form on November 8, 2021

leadership dot #4282: medals

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When I grew up, if you received a medal it meant you won something — came in first, second, or third — beyond just entering in the event or playing on the team. Then came the era of boosting self-esteem and medals were awarded for participation and many other categories beyond winning.

I, and many others, think that this has created a culture of entitlement where younger people expect to receive a reward for playing a role, and this has caused challenges in employee engagement and volunteer recruitment. Instead of doing things for their intrinsic reward, too many have been conditioned to want an extrinsic reward for their efforts.

Playing off this dreadful trend, Reese’s now makes their famous peanut butter cups in the shape of medals, cheapening the meaning of a medal even more. Just as the chocolate is fleeting, so is the reward that people will feel upon receiving any type of recognition available to everyone, rather than just a select few.

Consider what you can do to buck the recognition-for-all trend. I’m a big proponent of offering praise, acknowledging a job well done, or noting extra effort but save even the chocolate medals for the true winners.

leadership dot #4278: stewardship

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Yesterday was our region’s Great Give Day where the Community Foundation helped 200+ nonprofits combine their efforts to raise money in a condensed time frame. Participating organizations also have booths at an in-person event to help raise awareness of their causes and hopefully inspire giving.

Last year, I donated to an organization I learned of at Great Give Day — but I never heard from them again until yesterday when I received an email seeking another donation. Did I donate again? I did not. However, I did contribute to organizations that I have been engaged with throughout the year, and to another cause that always thanked me with a handwritten note for past donations.

The hardest part of gaining support is that first action: getting the initial donation, walking into a volunteer meeting for the first time, enrolling in that beginning class, attending the first church service, or doing business with a new company. Organizations spend untold energy and resources to prompt that behavior — and then they blow it by not following up or cultivating that relationship. It is such a wasted opportunity.

You’ll find that spending as much time on your retention and stewardship plans as you do on recruitment will exponentially grow your resources. Appreciating someone’s interest is far easier than getting them interested in the first place.

leadership dot #4271: peanut butter

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My dog Iris’s favorite thing in the world is when the peanut butter jar is deemed “empty” and she is allowed to lick out the remnants. Unfortunately, her tongue can only reach part way into the jar. After she gives up, my other dog will snatch the jar and give it her best effort — also in vain.

Aren’t humans sometimes like that, too — trying the same thing someone else attempted and becoming disappointed when we achieve the same unsuccessful result?

Fortunately, humans can also be smarter. Eventually, we cut the jar open and allowed them to remove all evidence of what was inside. By doing something different, we were able to obtain a different outcome.

The next time you face a problem, consider whether you’re doing the equivalent of licking the jar over and over. Maybe there’s a better way than just hoping for success.

leadership dot #4249: storms

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Yesterday morning, the skies were sunny and it was hard to imagine that severe weather was lurking. But, true to the forecast, the winds picked up and the rain poured down. It proved to be a nasty afternoon and evening.

This weather pattern can be a metaphor for organizations. When the sun is shining, it’s hard for people to internalize that gloom may be on the horizon. If company leadership acts like meteorologists and forecasts the future, people either become anxious if they believe the predictions, or doubt their validity based on pattern shifts that made past predictions inaccurate. It’s hard to achieve a measured response.

While drastic weather changes can occur in the short term, most shifts that impact organizations occur over a longer period. Take advantage of that window to keep your team informed of changing elements and evolving patterns that may influence the organization’s environment. You don’t want people surprised or caught without their umbrellas.

leadership dot #4247: up to you

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I went to a garage sale where items were not individually marked, but instead, you made “what you believe to be an appropriate donation” which was given to a local charity. I paid for my item but received a glare from the clerk. Apparently, she did not think my contribution was enough!

If you have a certain expectation in mind, it is better to state it explicitly rather than make people play the guessing game.

  • If you say “it’s up to you” how you do a task but mean “do it a certain way,” say that from the beginning
  • If “unlimited PTO” has a ceiling before your time away starts raising eyebrows, state a limit instead
  • If “I don’t care where we go to eat” is disingenuous, say where you actually want to go
  • If “we can leave whenever” means that you’ll start pacing after a certain time, be clear about what time you mean
  • If “get to it when you can” translates to “do it by Tuesday,” do both of you a favor by outlining a deadline
  • If “all you can eat” will prompt glares after two servings, be upfront about those limitations

Providing latitude sounds like a good idea until the uncertainty outweighs the alleged freedom. Clarity is a gift.

leadership dot #4153: contract

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My nephew is on his high school basketball team and had to sign a contract before he was allowed to travel on an overnight trip. This document filled an entire page with 16 expectations explicitly spelled out, and the athlete had to initial each one to indicate acceptance.

Examples included:

  • I am expected to give full cooperation and respect to chaperones, coaches, hotel staff, restaurant staff, bus drivers, event staff, other coaches, opponents, and fellow teammates.
  • All athletes are expected to be in their rooms by 10:30 pm, with lights out at 11:00 pm.
  • A key to my room must be left with my coach or chaperone at all times, that regular bed checks may be made and that curfews will be strictly enforced.
  • No members of the opposite sex are allowed in my room for any reason.
  • Myself, clothing, luggage and other material goods may be searched if there is a concern about the possession of tobacco products, alcoholic beverages, illegal drugs, weapons, or other harmful items or substances.

The document also outlines the specific steps that will be taken if there is a violation of any of the policies, including immediate return home, at the parents’ expense, before the trip has concluded. The student and a parent must sign the contract, in addition to the legal waiver and liability release.

It struck me that the expectations for a high school basketball trip are more clearly outlined than is the case for most employees.

I’ve heard from several clients recently about their employees not performing well, and I wonder if the employees know what “well” looks like. Whether about behavior, timing, the work product, or how they interact with others, being incredibly clear up front serves to help align expectations — or make it easier to take corrective action if they aren’t met.

leadership dot #4145: consistently

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I’ve had a few experiences lately with organizations or people who have provided stellar service in the past — only this time, their service was average, or maybe even good, but compared to their previous treatment, it became a disappointment.

Your goal should be to always meet expectations — so if you set the bar high, you need to work diligently to keep it there. If you can’t, you’re better off remaining consistently average rather than inconsistent in your greatness.

leadership dot #4110: good work

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A client was discussing the challenges she was having with an employee. “She does good work,” she said, “but there are issues with her not showing up for work, being late for meetings, or not functioning well as a member of the team.”

Ummm…that’s not doing good work.

I urged her to reframe her perspective and, more importantly, her language. The employee may be good at X tasks, but “work” needs to be more broadly defined to encompass operating effectively within the norms and expectations of the organization. “Good work” includes being present, engaged, a team player, etc. — not just performing XYZ tasks.

If the employee hears that they are doing “good work, but…” it’s a mixed message. They may wonder: “Am I doing good work or not?”

While the employee may be good at certain things, if the supervisor is talking to me about it in a coaching session, something else is going on besides “good work.” Feedback needs to be specific, clear, and direct if you hope to affect behavior change. “Good work” is far too broad.

leadership dot #4098: volunteering

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It is commonly acknowledged that service organizations are having a difficult time recruiting new volunteers. People have many commitments, see service only when “mandatory” (as in required classes in school), or haven’t been inspired to connect with a cause.

A deeper problem is those who volunteer in name only. People who say “I’ll help” but don’t follow through cause challenges in all kinds of organizations. Saying you’ll do some research on a topic and you’ll get back to the person — but never do. Agreeing to bring something to the bake sale — but forgetting. Signing up to be on a committee — but not signing up for any specific task. Those types of non-volunteering are worse than not committing at all.

Good intentions only go so far. Whether at work, at home, or in a volunteer organization, only raise your hand if your feet are committed to follow.