Say It Out Loud: Turning Fuzzy Expectations Into Clear Agreements

You’ve probably seen this play out: a new employee joins the team and wants to succeed. But things go sideways—not because they’re unmotivated or incapable, but because no one ever clearly told them what success looks like.

Unfortunately, this scenario is incredibly common. According to a Gallup poll, nearly half of employees don't know what's expected of them at work.¹ Not vaguely—literally. They’re unsure of how to meet expectations, or what those expectations even are.

When Expectations Are Unspoken

Every workplace operates with expectations, whether they’re made explicit or not. And when they’re not, we often fall into one of three traps:

• Fuzzy expectations — when we don’t quite know what we want

• Implicit expectations — when we assume others know what we want

• Unrealistic expectations — when we ask for something that isn’t possible given the resources or time

None of these lead to great results. At best, they create confusion. At worst, they lead to frustration, disengagement, and turnover.

What Great Leaders Do Instead

Great leaders go one step further: they turn expectations into a shared agreement. That means:

• Being specific about what the work is and what success looks like

• Explaining why the work matters

• Getting input from the person doing the work

• Writing the expectations down

• Returning to them regularly in conversations and check-ins

The Power of the SMART Format

One of the best tools for creating shared understanding is the SMART format:

• Specific — What needs to be done?

• Measurable — How will we know it’s been done well?

• Achievable — Is it realistic with current resources?

• Results-oriented — What outcome are we looking for?

• Time-bound — When should it be done?

Compare this:

• "Respond to customer questions." With this:

• "Answer customer email, phone, and in-person questions within one business day. Be friendly and helpful. If you don’t know the answer, conduct research or ask your supervisor. Aim for no more than two customer complaints per year."

The second version leaves far less room for misunderstanding—and a lot more room for success.

Expectations Aren’t Just for Employees

Leaders should also be clear about what employees can expect from them:

• Regular, constructive feedback

• The tools and resources needed to succeed

• Clarity around how their work connects to the organization’s goals

• A safe space to ask questions and share input

When expectations flow both ways, trust grows. And when trust grows, performance follows.

Clarity Isn’t a One-Time Event

Even the clearest expectations need reinforcement. Roles evolve. Priorities shift. People grow.

That’s why we teach leaders in the Leadership Progress Cycle to make expectations a conversation, not a contract. We give them tools to:

• Identify expectations across work, communication, time, and culture

• Engage employees in shaping the “how”

• Put expectations in writing—not as a formality, but as a shared reference point

• Build habits of revisiting and refining expectations over time

The result? Stronger relationships, clearer performance, and fewer surprises.

When leaders take the time to make expectations explicit, they unlock the full potential of their teams—and avoid the pain of miscommunication before it starts.

¹ Gallup survey cited in the Associated Press (March 2025): Nearly half of U.S. employees unsure of work expectations.