Have you ever walked into a project, confident that everyone was aligned, only to realize weeks later that no one shared the same vision? Clarity is an illusion if it isn’t met with mutual understanding. Whether it’s a failed product launch or a workplace project that collapses under misaligned priorities, unclear expectations don’t just impact productivity—they erode trust, efficiency, and morale. The strongest leaders don’t assume alignment; they create it. In this blog, we explore how to set clear expectations, navigate cross-functional teams, and foster a culture where success is built on clarity—not assumptions.

We’ve all found ourselves close to a deadline and need others on our team to pull their weight or come in with their assigned work on time. If we are waiting for that moment late in the game to start holding people accountable, we’re already too late.

It was the best haircut, all for the price of $37. I was reminded of a powerful life lesson: Letting go of expectations often leads to a much happier existence.

In relationships at work or at home, remember that assumptions remain in your own mind. Explicit requests are spoken or written in detail. And most people will rise to the occasion if you give them the requirements and expectations.

If you’re not getting what you want, start paying attention to what you are asking for. The good news is, it’s up to you. 

One remedy to assumptive behavior is to get clear on expectations, and to practice the process of Requests and Promises. It keeps transactions clean and free of unnecessary hiccups, speed bumps or roadblocks. These are called Conversations For Action*, and when we make them specific, measurable, and in time, many of the headaches associated with assumptions are eliminated.

When a breakdown occurs, the question becomes "what was not made clear?" Rather than, "why didn't she understand me?" The clarity is a two way street, where just expecting everyone else to understand is sometimes lacking in perception.

Can you think of a time when you’ve tolerated unclear expectations? And did that muddy the process of producing results?