Set Performance Expectations for Higher Performance and Increased Engagement
How many times have you thought or said, "of course, my employees know what to do, and I don't understand why they don't do what is expected?" Sound familiar? Most leaders have thought this more than once. And here is an interesting statistic – research shows that only 50% of employees (including managers) know what is expected of them.
Research shows us something else that is important – 60% to 65% of managers are disengaged, without a clear understanding of what expectations are for their performance.
When employees don't know what they are supposed to do, why it is important and how their performance impacts their team, they are less engaged. That means overall performance is negatively impacted, goals aren’t met, and employees are less likely to make the additional effort to get things done.
80% of employees agree that they are 8 times more likely to be engaged when their managers set and communicate clear performance expectations.
Managers are in the best position to make sure employees have clarity about what is expected from them. And it starts with these three questions – as a manager:
- do you know what is expected of you for your overall performance?
- do you know what is expected from you about how you lead your team?
- do your team members understand what is expected, how to do it right, and why their performance is important?
As a manager, understanding what is expected of you is an essential first step. Which means you need to understand it for yourself first. Talk to your leadership to be clear about how to be successful in both your job and as a leader. You will set the bar and demonstrate high performance for your team.
Steps to creating clear performance expectations with your team include:
- collaboratively setting performance expectations with your employees. When employees have input, they are more likely to "own" their performance and clearly understand what performance is required.
- articulating clearly each expectation. For example:
Instead of: "get the data about X from the accounting department":
Say this: "get the data about X from the accounting department (what). We will use that data to analyze profitability, which is essential to fulfill our 3rd quarter goals in the strategic plan (why). We will need that data by October 8 (when).
- create and communicate high expectations to develop more inspired employees. Let each direct report understand what sets high performers apart and how performance that meets or exceeds expectations impacts the company's overall success.
Schedule routine meetings with each direct report, no less than once every quarter, to communicate performance expectations, collaboratively determine how employees can improve their overall performance, and discuss why strong performance is crucial.
You will have the most significant impact as a leader by enabling top performance from your team members by helping them understand what is expected of them and ensuring they have the support and professional development needed to accomplish those goals.
