Do you look out for those with ‘synergies’? Encourage a lot of ‘blue-sky thinking’ in your team? Or even regularly ask if there’s any ‘low hanging fruit that you can grab?
Chances are most have slipped into using the occasional piece of corporate jargon (or ****-word bingo as it’s also affectionately known in TheHRhub’s circle…) as we do it without even giving it too much thought. So we’re not going to give you too much stick for it here…. It might be a bit annoying, but the use of corporate jargon isn’t something that will cause you to end up in a tribunal (yet!).
But what about about ‘managing expectations‘? A seemingly innocuous phrase I agree. But when you are ‘managing the expectations’ of your team, what you say and how you say it really matters:
For example, if an individual has money problems outside of the office, then the fact that you insinuated when they were first recruited that they would have had a pay rise by now, is exactly the type of thing that’s going to cause problems. It’s not just about that pay cheque at the end of the month. It becomes about the everyday lives and worries and concerns of your staff. Sure, the cause of the money problems might have absolutely nothing to do with you, and they’re almost certainly not your fault. But when you fail to manage expectations effectively, the impact can be far reaching. The working environment can amplify the issues, and put you in the position of taking the full blame.
So what’s the solution? It’s pretty simple:
Get radically honest…..
Right from the very beginning. You might think that embellishing the truth a little is just part of attracting the best talent, but telling the truth from the offset is going to save you a whole load of time, money, and hassle. If you specify a pay bracket, but new recruits start at the bottom and won’t progress for at least two years? Tell them that. If working weekends is something that you expect of everyone, even those in higher positions? They should know that in advance. If budgetary constraints mean you won’t be giving out any cash bonuses in the near future? Then that’s fine, but for crying out loud, don’t try to paint a picture that suggests something different.
And if someone is falling short of what you expect in terms of performance or attitude? Tell them. No-one likes doing it, but you can pick up some tips on how to do this in a video we made for you here: 2 Minute HR: How to deliver bad feedback.
Your employees will respect you a whole lot more when you stop living by your own hyperbole, and get really ridiculously honest about your objectives, their role in the business, and what’s likely to be achieved in the near and distant future.
This isn’t about constantly being a prophet of doom, and reducing your team’s hopes and dreams to dust. It’s about recognising both the positive and not-so-positive sides of leadership, acting with integrity, and ultimately, doing the right thing. After all, the right thing to do is always the right thing to do.
For more reading on how else you can tackle thorny issues with confidence, download our new eBook: Leadership 101: The Ultimate Guide to Being an Inspirational Leader.
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Image by Syanah