The Leadership Playbook: Setting Expectations That Drive Success
Have you ever walked into a project, confident that everyone was on the same page, only to realize weeks later that no one shared the same vision? You’re not alone. We assume clarity exists because things make sense in our own heads. But clarity is an illusion if it isn't met with mutual understanding. And in the absence of understanding, disappointment isn't just probable; it's inevitable.
Lori Gottlieb wrote in Maybe You Should Talk to Someone, "We tend to think that the future happens later, but we're creating it in our minds every day. When the future doesn’t match the version we created, we feel cheated." Expectations are exactly that—our version of reality, waiting to collide with someone else's. The problem? No one is obligated to match the script we've written in our heads.
I remember a time when I was thrown into a cross-functional project with a team scattered across different departments—marketing, tech, and finance. We kicked off with enthusiasm, assuming we all understood the end goal. But weeks in, the cracks showed. The developers built features that marketing didn’t need, finance assumed budgets were flexible when they weren’t, and I—thinking I had set clear expectations—found myself putting out fires instead of managing progress.
It was frustrating—and isolating. I kept wondering, Why isn’t anyone on the same page? The answer hit me hard: Because we never made the page together. I had assumed everyone understood the priorities in the same way I did. I had assumed communication was happening, even when no one had confirmed what they understood. That project taught me that clarity is never passive—it must be actively created.
The Business of Expectations
This challenge extends beyond personal experiences. Consider a company onboarding a new client. The company assumes the client understands their processes, response times, and deliverables, while the client expects immediate results and constant updates. Without an explicit discussion of timelines, priorities, and communication methods, frustration quickly builds on both sides. Similarly, an employee who joins an organization believing they will receive structured mentorship might find themselves lost if leadership assumes they will be proactive in seeking guidance.
In business culture, unspoken expectations can be the root cause of misalignment. A manager may expect employees to be available after hours without ever stating it outright, while employees might assume a flexible schedule allows them to set their work hours. Without open communication, these unspoken assumptions lead to frustration, inefficiency, and burnout.
Setting clear expectations becomes even more complex when working across different teams or cultural backgrounds. Misalignment can arise from varying work ethics, communication styles, or even assumptions about accountability.
A Project That Failed Due to Unclear Expectations
One well-known example of expectation failure is the Apple Maps Launch (2012). Apple attempted to replace Google Maps with its own mapping service, but internal misalignment between leadership and development teams led to a disastrous launch. Engineers were pressured to meet unrealistic deadlines, leading to inaccurate products—incorrect locations, missing landmarks, and failed navigation routes. Apple later issued a public apology, and key executives were let go.
This failure underscores a key lesson: Unclear expectations—whether from leadership or between teams—don’t just affect productivity; they impact reputation, trust, and bottom lines. When leaders fail to align their teams on a shared vision, even the most advanced products can become costly failures.
But failure isn’t always as distant as a tech giant’s product launch. I’ve been on teams where deadlines were missed, projects fell apart, and people walked away frustrated—not because they weren’t skilled, but because expectations were never truly aligned.
This is the kind of failure that doesn’t make headlines but is deeply felt in workplaces every day. It’s the breakdown of trust when a manager’s unspoken demands create stress and confusion. It’s the exhaustion of employees who are expected to “just figure it out” without clear guidance. It’s the tension in cross-functional teams where different departments assume they’re working toward the same goal—until they realize their definitions of success are wildly different. These moments don’t just stall projects; they erode morale and relationships.
The Role of Leadership in Reinforcing Clear Expectations
What separates strong leaders from ineffective ones? Their ability to communicate expectations. Leadership isn’t just about setting goals—it’s about ensuring everyone knows exactly how to achieve them. Great leaders don’t just assume alignment; they create it. They don’t wait for miscommunications to surface; they proactively prevent them. And most importantly, they recognize that clarity is not just a business tool—it’s the foundation of trust, efficiency, and success.
So, what can leaders do?
Establish Clear Objectives: Leaders should provide well-defined goals, ensuring every team member understands what success looks like.
Encourage Open Dialogue: By fostering an environment where questions are welcomed, leaders prevent assumptions from derailing projects.
Align Cultural Differences in Communication: In diverse teams, leadership must bridge cultural gaps by adapting communication styles and ensuring every team member feels heard and understood.
Provide Continuous Feedback: Rather than waiting until a project is near failure, leaders should check in regularly, reinforcing expectations and adjusting as needed.
Be the Model of Clear Communication: Leaders who demonstrate transparency, consistency, and clarity inspire their teams to do the same.
Expectation is a contract, and an unspoken contract is just a trap. We assume people know what we mean, that we heard what was meant, and that actions will align with intention. They rarely do. The difference between success and frustration is often just the courage to clarify.
The next time you step into a meeting, pause and ask yourself: Are expectations truly clear, or am I just assuming alignment? Leaders who take charge of clarity drive success, while those who ignore it breed frustration and failure.
Clarity isn’t just a leadership skill—it’s a competitive advantage. The next time you step into a meeting, ask yourself: Am I creating clarity or just assuming alignment? Because the difference between success and failure often comes down to how well expectations are communicated. Because leadership isn’t just about having a vision; it’s about ensuring everyone knows exactly how to bring it to life.
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Fundamental of the Week #15: SET AND RECEIVE CLEAR EXPECTATIONS
Communicate your expectations clearly; make sure people hear what you are asking. Take care to understand what’s expected of you.
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