Managing Failed Expectations

As a seasoned corporate trainer I often hear the phrase, “I have a training question”. Interestingly enough the “training question” rarely has anything to do with training, but in reality it is a performance or performance improvement question. Often the query of concern relates to why employees don’t do what they are supposed to do. Now, that is a good question related to failed performance.

For example, I received a “training” question from a manager regarding an employee who fails to use the appropriate greeting the manager designed when answering the phone. I followed up the concern with the question “have you made your expectations clear to the employee on using the appropriate greeting when answering the phone?” “Yes, of course” they say. I continue, “And you trained them to answer the phone with the prescribed greeting?” Again they respond with a yes. After a moment of thought I ask what I consider to be the most obvious question to ask when managing failed expectations, “Have you asked them WHY they won’t use the greeting you designed?” Looking a little flustered they respond “what does it matter what they think? If they want to keep their job they’ll do as I say”. At that, I pause.

“Managing expectations” I continue “really is a promise between manager and employee”. A quizzical look on their face the manager asks, “A promise?” “Sure” I say, “You promise to reward the employee for upholding their part of the expectation when they promise to up hold their end. In other words, you promise to reward the employee with positive affirmation when they promise to answer the phone with the prescribed greeting.” Quickly I state, “From what it sounds like you are both failing to keep your promises”.

“You lost me”, the manager says. “What reward and why should I reward an employee for doing their job?” “A very good question” I say with a small smile. “Let me ask you this. When you perform your work as a manager, and your supervisor tells you they appreciate your efforts, how does that make you feel?” Thoughtfully, the manager says, “good. It’s nice to hear I’m on the right track and that I did something good”. “The reward”, I say. “Why shouldn’t you do the same for the employee who reports to you?” I ask. “No, I get that” They say, “but shouldn’t I also reprimand the employee when they fail to meet my expectations?” “Yes” I agree, “but a reprimand should be plan B. Plan A is a discussion as to why the employee fails to follow through with their promise.”

I continue, “Let’s imagine you and this employee sit down to discuss their not using the prescribed phone greeting. You ask the question, why? They respond with something like “the greeting doesn’t feel, or sound like me. It’s too bulky and feels unnatural. How would you respond?” The manager takes a moment to think and states, “well, I suppose we can retool the greeting that would accomplish the same goal with a phrase that feels more natural to the employee.” “That sound good” I respond. “Once you hear them answer the phone with the retooled greeting you let them know how it sounds to you and reward them with a “well done” or “good job””. “Thoughts?” I ask. “OK” they say, “I can try that”.

Managing failed expectations should begin with a why question. Once you have your answer, you can work together with the employee to solve the problem and end with a promise of reward. You don't want to overthink the reward piece. Depending on the size of the task, a reward can be as simple as a thank you or as large as bringing in a pizza for lunch. Let your imagination be your guide.