Setting Expectations Is Everyday Leadership
When Work Comes Back and You Think: “That’s Not What I Expected”
Have you ever had a piece of work presented to you and thought:
“Well… that took a turn I didn’t see coming.” Or worse:
“This is so far from what I expected, I don’t even know where to start.”
In those moments, it’s tempting to jump straight to conclusions about capability, effort, or judgement.
But here’s the uncomfortable truth:
When work misses the mark, it’s often not a capability issue. More often, it’s an expectations issue, and there’s usually a bit of us in that too.
Setting expectations isn’t just task allocation
Many leaders think they’ve set expectations because they’ve:
Delegated the task
Set a deadline
Asked if there were any questions
But setting expectations is not the same as handing over work.
Real expectation-setting ensures people are clear on:
What they’re being asked to do
Why it matters
What “good” actually looks like
What happens if it’s done poorly or not at all
Without this context, people are left to fill in the gaps themselves and they’ll do that based on their assumptions, not yours.
Why clarity changes decision-making
When expectations are clear, something powerful happens.
People are better able to:
Make sound decisions as the work evolves
Know when to push forward and when to pause
Check in early rather than too late
Adjust course without needing constant direction
In other words, clarity doesn’t slow people down, it speeds them up, because they’re no longer guessing.
It also empowers people to move work forward confidently, because they understand not just the task, but the outcome you’re aiming for.
The role of context in setting expectations
Great leaders don’t just set expectations about the work.
They set expectations about the conditions around the work.
That includes:
Examples of what “good” looks like
How this piece of work fits into the bigger picture
The standards that matter most (quality, pace, stakeholder impact, risk)
The level of autonomy vs check-in required
And critically:
Do they actually have the capability to deliver what you’re asking?
If the answer is no, or not yet then expectation-setting also includes your role in supporting them as they build that capability.
A simple framework that works
At Growth Collective, we often use the SMART goal framework when helping leaders set expectations,
When setting expectations, ask yourself:
Specific: Have I been clear about what needs to be delivered?
Measurable: How will we both know if this has been done well?
Achievable: Is this genuinely achievable for this person?
Realistic: Are the conditions, resources and timeframe realistic?
Time-bound: Is the timing clear, including key check-in points?
Setting people up for success (not surprise)
The real work of expectation-setting is ensuring the environment around the person supports success.
That might mean:
Walking through an example together
Clarifying decision boundaries
Agreeing when to check in
Coaching capability as the work is happening
Because the goal isn’t to catch people out. The goal is to avoid that moment where work lands on your desk and you think, “How did we end up here?”
The leadership shift that matters
Expectation setting is one of the most underestimated leadership skills, yet it the foundation for performance, trust and accountability.
When expectations are clear:
People perform better
Leaders intervene less
Feedback becomes easier
Accountability feels fair
And everyone saves time, energy and frustration.
Want to master this skill? Com join us in our leader fundamentals or reach out and chat to us about our masterclasses
