That’s just a fact.
But, what will you do about it?
The fact is: we will have people on our team who fail to meet our expectations, for one reason or another.
When that happens, it’s easy to respond in anger, frustration, or a bit of panic (because the goals still have to be met somehow!).
This is understandable. After all, when your team fails to meet your expectations, it makes it nearly impossible for you to meet the expectations given to you by your senior leader.
So, what can you do about it?
Here are 4 things.
#1 GET CURIOUS.
I like to say “get curious, not furious.” Before responding with the intense emotion that you may be feeling, ask yourself— “I wonder why they didn’t meet these expectations?”
Maybe it’s because they didn’t understand the expectations. Maybe they just don’t really care.
Whatever the reason(s) may be, investigate. You may be relieved or disappointed with what you find. But either way, it will give you the data you need to move to step 2!
#2 GET TO THE ROOT.
Once you identify the symptoms—the reason the expectations weren’t met—now, it’s time to understand the ROOT.
For example:
If the problem is that the employee isn’t clear on expectations, ask what went wrong. How did you communicate the expectations and how could you have done it better?
If the problem is simply that the employee doesn’t care, ask why not. Is it because they’re not a right fit for their role? Are they not fully engaged, or connected to the overall purpose? Is it a lack of psychological safety or trust?
#2 GET TOGETHER.
Once you have more clarity and consider what the problem might be, it’s important to MEET with the team member. Because, you don’t want to assume–you need to discuss it.
Remember, stay curious. Explain what you’ve observed and ask them to fill in the gaps for you—to help you understand the reason behind their behavior.
Many times this process uncovers poor communication, breakdowns in processes or systems, etc.
#4 GET A PLAN.
The failure to meet expectations can’t continue. So, make a plan to correct the situation.
If the problem is with you and your communication, make a plan for yourself.
If the problem is with the employee, and they’re willing to change, make a plan with them for their improvement.
If the problem is with a breakdown in processes or systems, make a plan to adjust.
When it comes to unmet expectations, 80% of the time the problem can be corrected if the leader gets curious and makes corrections in the WAY they’re leading.
Many times the root is with the leader, and they often aren’t aware of it.
And if you’re the kind of leader who will examine how your own leadership might be part of the problem, you’ll be the kind of leader people trust and are eager to follow.