3 Steps to Set Clearer Expectations at Work
Leadership often hinges on how well expectations are set, communicated, and followed through. However, many leaders stop at vague mantras like “just keep me in the loop” or “no surprises” – phrases that sound good in theory but collapse under the weight of ambiguity. In a previous blog, we unpacked how “no surprises” is not a strategy, but a dodge. This post is the next step, and it’s built for utility. Bookmark it now so you’ve got it handy the next time you delegate a task or circle back on something with your team.
Clarity isn’t just about saying things louder. It’s about being specific in ways that are culturally, cognitively, and logistically aligned with how your team works, whether that’s in an open office, across a dozen time zones, or somewhere in between. What follows is a three-part playbook to improve how expectations are delivered, received, and reinforced.
Before: Sanity Check Your Ask
Ever assigned something that felt obvious (to you), only to see the final product miss the mark entirely? That disconnect often begins at the source. Even the most thoughtful leaders can overestimate how clear they’ve been, especially when operating at speed. Here’s how to audit your ask before it leaves your mouth (or keyboard):
Get granular about success: Ask yourself, What does “done” look like? Is it a deliverable, a decision, or an update? “Look into it” is not a deliverable. “Provide a one-page summary with three vendor options and a recommendation by Friday” is.
State the stakes: Explain why it matters. Whether it’s a stakeholder-imposed deadline or simply making someone else’s life easier, context helps people prioritize and make smarter decisions along the way.
Declare the deadline and what kind it is: Is that due date a true deadline, or more of a “best by”? Say so. Remote teams, in particular, need clarity here, as calendar overlaps and time zone differences can blur the sense of urgency. Don’t forget the easy stuff like due date, time, and modality!
Clarify format and audience: If the output is going to a VP, legal counsel, or an external partner, that changes tone and polish level. Don’t make them guess who’s looking at it. Consider creating a classification system for reviews so everyone is clear on what it should look like at the end!
Name the owner: Group accountability is no accountability. Assign the lead, and if there’s a team, define roles: lead, support, reviewer, etc. Consider using a RACI (Responsible, Accountable, Consulted, and Informed) matrix if it’s a complicated project.
For in-person teams, this might be a two-minute sidebar after a meeting. For remote or hybrid teams, consider using a task handoff template in project tools like Asana or Notion. Bonus points if you prompt ChatGPT to turn your ask into a brief and then check it for gaps.
During: Prompt and Probe for Alignment
Even the clearest expectations can drift during execution. Circumstances shift. Misinterpretations surface. That’s why midstream alignment is critical. Here’s how to check the pulse without micromanaging:
Use checkpoint questions, not check-ins: Instead of “How’s it going?”, try:
“What’s been the hardest part to nail down so far?”
“Is anything making this murkier than it should be?”
“What do you need from me to stay on track?”
Invite paraphrasing: Ask them to summarize what they think success looks like. If their version doesn’t match yours, better to catch it mid-sprint than at the finish line.
Create low-lift progress signals: For remote teams, emojis in a status thread, a “Green-Yellow-Red” Slack check-in, or a Loom video update can replace synchronous updates. For in-person teams, a sticky note wall or quick morning huddles can do the trick.
Reinforce purpose, not paranoia: When leaders frame these midpoints as a shared commitment to quality, not an interrogation, teams stay engaged instead of defensive.
Clarity isn’t a one-and-done event. It’s a feedback loop. Checking alignment as things unfold signals that the leader is paying attention and that the work matters.
After: When the Output Doesn’t Match the Ask
Even with a clear start and thoughtful touchpoints, things can still go sideways. The final product may fall short, or key details might be missing. The instinct might be to fix it silently or let it slide. Neither serves the team long-term. Here’s how to respond in a way that improves future outcomes without torching morale:
Lead with curiosity, not critique: “Can you walk me through your approach here?” gives insight into their process. Maybe they misunderstood the audience. Maybe they hit roadblocks and didn’t escalate. Maybe your ask was less clear than you thought. You won’t know unless you ask.
Compare to the original brief: Reference what was agreed upon. “We had set X as the goal; here’s what I see instead. What happened?” Treat it like debugging a system, not scolding a child.
Name the impact: “Because this lacked the sourcing we needed, we weren’t able to present to the board on time.” Outcomes matter. But so does helping people see the why behind your feedback.
Decide what kind of miss it was:
Was it a skill gap? Offer support.
Was it a misalignment? Revisit the ask process.
Was it disregard? That’s a performance conversation.
Close the loop: Clarify what success would have looked like and what adjustments will be made next time, by them and by you.
Remote teams may benefit from having a simple feedback template that documents what was expected, what was delivered, and what to do differently. For in-person teams, a post-mortem conversation or a 1:1 is often enough, provided it’s timely and specific.
Expectation Clarity Isn’t Micromanagement. It’s Maintenance.
The best leaders don’t just hope things turn out fine. They design for it. That doesn’t mean scripting every detail or hovering at every step. It means creating the conditions where people can succeed through clarity, alignment, and real-time calibration.
This blog is meant as a practical follow-up to the idea that “no surprises” isn’t a plan. Clarity is. And it’s available in every interaction, if leaders slow down just enough to ask themselves: Have I really made it clear what I mean? Do they know what’s expected? And have I made it easy for them to check in before it’s too late?
Because when expectations are shared, not assumed, teams move faster, work smarter, and surprise each other in all the right ways.
