How to manage expectations

This informal CPD article How to manage expectations was provided by Ayming UK, who aim to improve Business Operational and Financial Performance.

Of the many aspects of managing people in business, one of the most daunting is managing expectations. They are personal, change over time, and may be unspoken. And the scope for potential mismatch is wide – between your own expectations, those of your team, and also those of your boss (which may not always align perfectly with the organisation’s objectives).

What an employee expects in terms of personal development may be at odds with the employer’s criteria for advancement. A committed line manager may just assume a team member is also willing to work all hours when the pressure is on. When your director says a report is urgent, it does not necessarily follow that you cancel tomorrow’s key client meeting.

Failure to manage expectations can impact morale, causing anxiety, friction or resentment, and performance, not to mention job satisfaction and retention. This can happen even if expectations are exceeded – when it turns out you didn’t have to work all weekend on that report, after all.

Much of the research done in this area stems from the concept of ‘the psychological contract’. It was first proposed in the 1960s by Argyris and Schien, and has been developed in further studies over recent decades as employee relations have become more complex.

The Chartered Institute of Personnel Development defines this contract as ‘the perceptions of the two parties and their mutual obligations towards each other’. However, these obligations are not clearly defined like the terms and conditions in a contract of employment or duties in a job description. A psychological contract is all about perceived obligations. While for the employer that may mean loyalty and effort, for the employee it could be recognition and empowerment. This psychological contract goes to the heart of the relationship between any organisation and its people, and that includes their development. 

In some organisations, the contract may still be transactional – a short-term arrangement whereby staff will be treated well, and left to get on with the job, so long as they put in a decent shift. But in most workplaces, the psychological contract needs to be seen as an open-ended commitment to a positive, trusting relationship. Managing expectations, therefore, is fundamental to creating a healthy working environment and fostering a company culture that allows people to thrive, increase their skills, progress as professionals, and balance work and life.

The challenge is that the terms of the psychological contract are negotiated through our interactions with colleagues. If employee feels that the company or their manager has failed to live up to a perceived promise, or vice versa, the contract has effectively been broken. Trust and morale may be undermined by the breach.

So, how should you manage expectations?

Communication is key. The manager must make clear what they expect, and importantly, why. This means being specific, not dogmatic. Listening is essential so you understand the expectations of a team member, just as you would if engaging with someone more senior. It also helps ensure that you set realistic goals consistent with the capacity of your team to deliver.

This exchange allows for compromise in situations where expectations don’t easily align. The effective manager is creative and reasonable, but clearly sets out the boundaries, so team members are in doubt. Otherwise, ambiguity and confusion corrode team spirit and invite conflict.

Shared expectations can only be sustained if there is accountability. Team members expect that all colleagues are held to the same standards. And as a manager, you need to hold yourself accountable too as you manage your own and others’ expectations. The same principles apply – honesty, reasonableness and compromise too – so you can be effective and develop as a manager, while avoiding burnout. 

We hope this article was helpful. For more information from Ayming UK, please visit their CPD Member Directory page. Alternatively, you can go to the CPD Industry Hubs for more articles, courses and events relevant to your Continuing Professional Development requirements.