When an employee is not meeting expectations, many leaders are quick to conclude that the employee simply does not care or that they cannot do the job. Although this is sometimes the case, it is far more common that there has been a breakdown in communication. A primary reason for this breakdown is that half of staff report that they are not clear about their expectations at work or even which expectations exist.
This lack of understanding around expectations shows up in several facets of work life, including in problem-solving and decision-making. Too often people involved- or those who are not sure if they are involved- are not clear about what their role is in the process and how they should contribute. Leaders may ask for staff’s input or opinions, but then go against that input or not follow up at all, leaving staff to wonder what the point was. It can feel like a giant performative waste of time.
THE PROBLEM WITH A LACK OF CLEAR EXPECTATIONS
How many times have you had an organizational leader ask you for your input or ideas only to turn around and do what they wanted to anyway? How did that make you feel?
Unfortunately, it is an experience most of us can relate to. As a result, we often shut down and choose not to participate at all, knowing that our input will be disregarded and dismissed.
Although this experience is common, it is one we do not need to have.
Instead of leaving everyone guessing or setting up the process for failure, you, as a leader, can make the problem-solving and decision-making process far more enjoyable and far more effective simply by taking the time to let people know what their role is going to be.
HOW TO CREATE CLEAR EXPECTATIONS
Designating roles can take a number of different forms. Traditionally, this refers to task role and influence. Will there be a majority vote or a goal of consensus? Will everyone have the opportunity to contribute equally to the decision? Is leadership simply looking for input but ultimately has the final say?
There are valid reasons to proceed with any of these depending on the team, the situation, and the timing. Regardless of which makes the most sense in that situation, it is essential that everyone is on the same page about what their role in the process will be.
Another way leaders can designate roles is through division of thought. One method is The Six Hats where each person is given a different proverbial hat that corresponds to a different area or type of thinking as it pertains to the issue at hand- (e.g., one person thinks of the benefits, one person things of the challenges, another person does the brainstorming…)
There are many different strategies and tools you can use to designate roles in this way and they can all help you reach your goal, provided the process is clear to everyone involved.
CLEAR EXPECTATIONS IN YOUR FOLLOW THROUGH
Once you have chosen a path forward (either through a vote, consensus, or executive decision) the next step is to create an action plan. This too requires clear expectations. Who is doing what? When does what need to be done by? What if a problem arises- who is the point of contact? All of these should be clear within the action plan, so you do not end up with five people doing the same thing and no one doing the other five things.
It is important to continue communicating and updating everyone who was involved in the problem-solving and decision-making process throughout that process. If something changes, it is important to let staff know why. If the timing is going to be delayed, it is helpful for staff to know that too. Too often after the meeting or the decision, the topic is never discussed again, disappearing into a corporate black hole with staff left wondering what the final result was.
Finally, after the process is complete, it is helpful to debrief and reflect with staff on the process itself. What went well? What did not go so well? What might you do differently next time to make the process more efficient and effective? This commitment to constant improvement will ultimately improve all of your problem-solving and decision-making processes and will empower staff to become a more central part of it, allowing them to share their best thinking which benefits everyone.
Clarity is important in all aspects of communication include problem-solving and decision-making. When clarity of roles and expectations are not clear from the beginning, this causes the problem to only get worse. To avoid this, make sure you are clear every step of the way about who will be involved in what facet throughout each phase of the process – from the beginning, through the decision-making through the action and finally at the end. Knowing their time was respected and valued will help staff remain committed to these processes and contribute their best insight and perspective.
For further support on this topic, join me on May 17 for a free workshop on effective problem-solving and decision-making. You can register HERE.
