We at Nash Consulting often discuss “The Top 15 Management Skills”—the best-practice management behaviors required to build healthy, highly functioning workplaces. One of those behaviors—communicating clear expectations—is a foundational skill for building a positive and effective workplace culture and for successfully leading organizational change. It's not just a nice-to-have; it's a must-have for any leader who wants to steer their team and organization toward success.
 

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Studies have consistently shown the positive impact of clear expectations in the workplace. A Gallup study found that only about half of employees strongly agree that they know what's expected of them at work. However, when employees strongly agree that they know what's expected of them, they are a whopping 2.8 times more likely to be engaged! Furthermore, other research indicates that role clarity, which is closely tied to clear expectations, is positively related to job satisfaction and negatively related to anxiety and intentions to leave.
 
Here's the deal: setting clear expectations is not just about making the workday smoother; it's about creating an environment where people can thrive and want to stay.
 
The Power of Sponsorship
 
Let’s start at the top! When we discuss setting clear expectations, we're not just talking about project-specific instructions. We're referring to a broader, more impactful concept known as "sponsorship." This involves top-level leaders clearly communicating and continually reinforcing the vision, values, overall goals, and behaviors that they hope will define their organization's culture—and communicating it again. And again. Leaders must be the guiding force, consistently articulating and embodying the organization's direction and values.
 
Research underscores the importance of this approach. Prosci, a leader in change management research, found that inadequate sponsorship is the primary reason change initiatives fail. Simply put, it's crucial that top-level leaders set crystal clear expectations about organizational identity, behavior, direction, and cultural development. This level of clarity from leadership is essential for empowering individuals at all levels of the organization to make good decisions about where and how they will spend their time in alignment with the overall objectives.
 
For example, if an organization values innovation, leaders must both show it and say it. They might set clear expectations about dedicating time for creative thinking, celebrating novel ideas (even if they don't all succeed), and fostering a culture where questioning the status quo is encouraged. And they must repeat the message often: “We strive to be an organization that embodies innovation.”

The bottom line for top-level leaders: Don’t say it unless you mean it. That is, don’t say it unless you are willing to keep on saying it and demonstrate it. Don’t introduce an initiative, a new value you hope to strive for, or a new organizational focus unless you plan on both repeating it often and taking action that shows you are truly committed to it. If you want to avoid cynicism and a lack of buy-in, it’s important to steer clear of any kind of “flavor-of-the-year” approach.
 
Sustainability: Making Change Stick
 
Consider an organization that has just completed our Managing with Mind and Heart workshop series. All leaders have learned these new skills, but how do they ensure these behaviors become ingrained in the organizational culture? The answer lies in setting clear expectations.
 
It's not enough to simply remind people about best practices. Leaders must make it clear that these behaviors are required - they are "what it looks like to work here." Without this kind of continuous sponsorship, even the best initiatives can falter.
 
Often, organizations engage in a sustainability approach that’s all about “reminding.” That might include “Manager Moments” in leadership meetings, newsletter blurbs, a “sustainability committee,” and posters or other visuals that keep the skills on people’s radar. But without a dual focus on “requiring,” only the truly motivated will carry the torch. 
 
What does requiring look like? For example, if leadership decides that active listening is an important behavior to demonstrate, leaders should set clear expectations that this skill will be practiced in all meetings and one-on-ones. They might even include it in performance reviews, showing that it's not just a "nice idea" but a core part of how the organization operates.
 
This principle extends to new employees as well. From day one, they need to understand who you are as an organization and who you’re striving to become. What are the collaboration behaviors we aim to practice here? What do we do when we’re unhappy about someone else’s behavior – and what do we not do? How do we show up in meetings and events in terms of participation, creativity, and respect? Don’t let these hoped-for-norms go unspoken. Speak them. Often.

This is particularly crucial for new managers. Instead of a "welcome to management, good luck" approach, we advocate for explicit training and clear communication about what it means to be a manager in this particular organization, including the specific management skills and behaviors that are expected.
 
A robust onboarding process is key here. It's not just about paperwork and introductions; it's about immersing new hires in the culture and expectations from the get-go. This might include shadowing sessions with experienced leaders, clear training and documentation of management practices, and regular check-ins to ensure understanding and alignment.
 
Clear Expectations in Daily Operations

Clear expectations are not just about organizational culture—they're vital for day-to-day operations, too. When starting a new project, providing clear expectations upfront can significantly reduce the need for micromanagement later. It's an investment that pays off in smoother operations and the maintenance of positive relationships.
 
For example, imagine you're assigning a team member a project that involves creating a new marketing strategy. Instead of a vague "we need a new marketing plan," you might set clear expectations like:

• The strategy should focus on increasing our social media engagement by 30% over the next quarter

• It should include at least three new content initiatives

• A draft is due in two weeks, with the final plan due in a month

• Weekly check-ins will be scheduled to discuss progress and any roadblocks

This level of clarity sets your team members up for success and reduces the likelihood of misunderstandings or missed targets.

The Broader Impact of Clear Expectations
 
Clear expectations should extend to all aspects of work life—from how meetings are conducted to how concerns are addressed. They should guide communication norms and feedback processes. Clear expectations reduce confusion and unhealthy conflict.
 
For instance, in terms of meeting culture, clear expectations might include:

We aim to hold meetings that are effective, enjoyable, and produce value. To help us get there, we expect that participants will:

• Generally keep their cameras on for remote meetings

• Share your ideas, thoughts, and opinions

• Stay focused on what’s happening instead of multitasking during discussions

• Come prepared having read any pre-meeting materials

• Show up on time

For addressing concerns, you might set expectations that employees should first attempt to resolve issues directly with the person involved before escalating to management…and no triangulating! This promotes open communication and problem-solving skills.
 
Hint:Notice in the examples above that the expectations are generally stated in the positive, not the negative. Instead of “Don’t be late,” “Don’t disengage,” or “Don’t come unprepared,” it’s “Be on time,” “Share your ideas,” and “Come prepared.”  When possible (and it’s not always possible), tell people the behaviors you want, not the ones you don’t.
 
 
The Deep Connection Between Clear Expectations and Psychological Safety
 
While it might not be immediately obvious, clear expectations and psychological safety are intrinsically linked. Let's explore this connection. (And be sure to check out our blog post on the link between psychological safety and accountability.)
 
1. Reducing Uncertainty and Anxiety
Clear expectations act as a roadmap, reducing the uncertainty that can breed anxiety in the workplace. When employees know exactly what's expected of them, they're less likely to worry about whether they're doing the right thing or if they might unknowingly step out of bounds. This feels safe!
 
For instance, if an organization has clear expectations about how mistakes are handled - viewing them as learning opportunities rather than reasons for punishment - employees are more likely to feel safe taking calculated risks and innovating and will be more likely to report errors and missteps, which in turn makes it more likely that others won’t have to repeat those same mistakes. 
 
2. Encouraging Open Communication
When leaders set clear expectations about communication norms, it can significantly enhance psychological safety. For example, if there's a clear expectation that all team members should voice their opinions in meetings, it creates a culture where speaking up is not just allowed but encouraged. 
 
This might look like a leader explicitly stating, "I expect everyone to contribute at least one idea in our brainstorming sessions. There are no bad ideas at this stage." Such clarity removes the guesswork about whether it's okay to speak up, thereby fostering psychological safety.
 
3. Defining Boundaries
Clear expectations help define the boundaries within which team members can operate freely. When these boundaries are well-understood, it actually increases people's sense of freedom and safety within them.
 
Remember the “Levels of Autonomy” matrix?

• Just do

• Do then tell

• Ask or consult then do

• Don't do

Leaders should proactively and clearly communicate which actions and decisions fall into each category, adjusting “up” as trust builds over time. This empowers team members to act independently where appropriate while ensuring important decisions get the necessary oversight. Most importantly, it’s clear! People know what is theirs and what isn’t and what requires involvement from their manager or team members and what doesn’t. This will go a long way toward removing scary guesswork and maintaining healthy relationships between managers and employees.  
 
For example, if there's a clear expectation that decisions under $5,000 can be made independently but those over that amount need consultation, it gives team members the confidence to act autonomously within that boundary. They know when they're safe to proceed on their own and when they need to seek input, reducing fear of overstepping or making mistakes.
 
4. Promoting Fairness and Consistency
When expectations are clear and applied consistently, it creates a sense of fairness in the workplace. This fairness is crucial for psychological safety. If employees know that everyone is held to the same standards and that these standards are transparent, they're less likely to fear unfair treatment or hidden agendas.
 
5. Providing a Framework for Feedback
Clear expectations provide a solid framework for giving and receiving feedback, which is essential for psychological safety. When everyone understands what's expected, feedback can be more objective and less personal, focusing on behaviors and outcomes rather than perceived personal shortcomings.
 
For instance, if there's a clear expectation that project updates will be provided weekly, feedback can be framed around this expectation: "I noticed we didn't get a project update last week. Is everything on track?" This is less threatening than a vague "You're not communicating enough."
 
6. Building Trust
When leaders consistently set and follow through on clear expectations, it builds trust. Team members learn that their leaders mean what they say and say what they mean. This reliability and consistency create a psychologically safe environment where people feel they can predict how their actions will be received.
 
7. Empowering Employee Voice
Clear expectations about the value of diverse viewpoints can directly promote psychological safety. When leaders explicitly expect and welcome different perspectives, it creates a safe space for employees to voice their thoughts, even if they differ from the majority or from leadership's initial stance.
 
"Clear is Kind"
 
As Brené Brown aptly put it, "Clear is kind." Clear expectations reduce anxiety, prevent misunderstandings, and set people up for success. When we know what's expected of us, we can focus our energy on meeting those expectations instead of worrying about whether we're on the right track.
 
We often work with managers who feel that they are being bossy or overbearing or micromanagey by setting a number of expectations upfront. In reality, this proactive front-loading of standards, values, and deliverables, when communicated with respect, is one of the best ways to show employees kindness. 
 
Think about it - have you ever been in a situation where you weren't sure what was expected of you? The stress and anxiety that creates can be paralyzing, especially if there’s someone else involved who has more “power” in the organization than you do.  On the flip side, when expectations are crystal clear, it's liberating. You know where to focus your efforts, what success looks like, and how your work contributes to the bigger picture.
 
Clear expectations aren't about micromanagement or control. They're about creating an environment where everyone understands the objectives, the rules, and their role in achieving success. It's about providing the information people need to thrive.
 
Implementing Clear Expectations in Your Leadership
 
So, how can you, as a leader, start implementing clearer expectations? Here are some practical steps:
 

1. Be explicit. Don't assume people know what you mean. Spell it out clearly.

2. Put it in writing. Having written expectations provides a reference point for everyone.

3. Explain the 'why.' When people understand the reasoning behind expectations, they're more likely to buy in.

4. Invite questions. Encourage your team to seek clarification. It shows you're open to communication and helps ensure everyone's on the same page.

5. Ask for feedback occasionally. Are my expectations clear? Do they feel reasonable? Do you have ideas for a different way we might approach this?

6. Lead by example. Model the behaviors and standards you expect from others.

7. Follow up. Regularly check in on how well expectations are being met and understood.

Remember, setting clear expectations is not a one-time event. It's an ongoing process that requires consistent attention and reinforcement.
 

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Setting clear expectations is a fundamental leadership skill that impacts every aspect of organizational life. From culture-building to day-to-day operations, from change management to psychological safety, clear expectations are the thread that ties it all together and one of the foundations upon which great teams and organizations are built.