The Importance of Defining Clear Expectations
Nothing sets managers up to fail more than expecting that they “just manage” on top of the role they were already doing. Unfortunately, I often hear company executives say things like, “Well that’s what the raise is for!” or “I managed to squeeze it all in when I was a manager - they just need to work some nights and weekends!”
In reality: great people management takes time - time you and your company must account for if you want your managers and teams to be successful.
I wish this declaration was enough to convince skeptical leaders, but I can tell you from experience that it isn’t. What does change minds is asking company leadership to list out the specific tasks and expectations they have of managers within their company.
Not only does this documentation highlight just how time consuming people management truly is (more on that in the next newsletter 😉), it also:
- Allows potential managers to understand exactly what the role entails before they accept (or decline) the offer, saving everyone time and stress.
- Creates a more consistent employee experience across the organization, assuming all managers adhere to the expected practices.
As you can see, the payoff can be major for everyone - but that doesn’t make the process of documenting it any less daunting! I recommend breaking it into two steps.
First, define the levels of management within your current organization. This can be by title (manager, director, VP), or you can create your own categories to place people managers into (manager I, II, III). Understanding and defining these levels is the first step in clarifying expectations.
Second, brainstorm current-state expectations for people managers in your organization. For example:
- Are managers in your company required to hold 1:1s with their team members? If so, are these 1:1s weekly, biweekly, or monthly?
- What about hiring? Are managers required to write job descriptions or to interview candidates? Are they involved in sourcing? Are they part of headcount management?
- How is performance management handled? Do managers give continuous performance feedback or have you established annual performance reviews?
Some of you are already overwhelmed. And I get it. There’s a lot to unpack. But imagine a culture that prioritizes clear expectations for all managers! I can promise you the effort is worth the end result.
Luckily, you don’t have to start from scratch!
Below, you’ll get access a matrix pre-populated with dozens of potential tasks and responsibilities. Read on for full directions, including a “no excuses” quick start activity I highly encourage you make time for ASAP!
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