The Communication Problem Solver 6 ppt

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everyone because the tasks most likely will be stable. Assignments that
change frequently create stress and distrust and therefore undermine a
manager’s personal power. Stable tasks enable employees to believe that
the manager knows the direction and is there to support the employees
achieve the goals.
In short, to set clear expectations for others, you must first know
clearly what is expected of you. Looking at your managerial role from the
points of view of your boss, staff, peers, and upper management will
help you feel confident about the breadth of your scope and the extent
of your authority. This 360-degree look at your responsibilities illumi-
nates what others need from you. Used well, this knowledge can prevent
misunderstandings and translate into achieving results through positive
working relationships. Transparent understanding of your entire suite of
responsibilities—written and unwritten—can result in gaining support
from all directions and levels of the organization. It also points you to a
bigger picture of where to contribute to others in supporting corporate
goals.
Using a recommended worksheet will help you to communicate in a
logical manner with your boss. It is critical for your success that you

comprehend your roles as your boss and others see them. To effectively
lead and manage your group, you and your manager must agree on your
responsibilities and depth of authority. Once you solidify what your
manager expects and what level of authority you have for each project
or task, you can confidently delegate to and follow up with your staff. If
you live in the dark, your staff will too, and they will not see you as their
leader.
Expectations are frequently unwritten and often unspoken or unde-
fined. Yet you will be evaluated on these unwritten expectations. It is
your job to take the initiative to clarify your manager’s expectations so
you can succeed.
Many managers ask, ‘‘Shouldn’t this conversation be initiated by my
boss?’’
‘‘Has it?’’ I ask.
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‘‘No,’’ they reply.
‘‘Well then?’’ I ask.
‘‘Point taken,’’ they say.
Request a meeting with your boss in upper management and thor-
oughly prepare for it. This is a chance to show your strengths in organi-
zation and planning as well as your desire to partner with your manager.
Clarifying Your Manager’s Expectations of You

Communicating with your manager about what he expects of you is an
ongoing process. First you analyze what you think he expects. Then you
meet with him to discuss these responsibilities and levels of authority. It
may take more than one meeting for you to both agree. After meeting,
you must continually dialogue with your manager to be sure you are on
target and to include changes as they occur. Let’s look at each of these
three activities. Figure 2-1, ‘‘Clarifying Expectations Worksheet,’’ is a
worksheet to help you analyze and clarify your boss’s expectations of
you.
Use this worksheet to define your understanding of your responsibil-
ities and what level of authority you have for each responsibility. Use the
ideas in the worksheet to jump-start your list of responsibilities. Add
other responsibilities and delete those that are not applicable.
1. Responsibilities. List all your responsibilities and goals, as you
know them. Besides those from your job description, include unwritten
responsibilities that you think you have so you can get confirmation
from your manager.
2. Performance Expectations. Record performance expectations
you have of yourself and those you think your boss has for you. Define
what you think the expectations mean for this particular assignment. For
example, instead of writing ‘‘team player with sales department,’’ specify
what you would do to demonstrate that you are a team player, such as
‘‘Provide information on customer complaints on same day received.’’
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3. Level of Authority. Next to each responsibility, goal, and perfor-
mance expectation, write what you perceive to be your level of authority:
H (High), M (Medium), or L (Low). High might mean complete decision-
making and implementation ability—let your boss know what you have
already done. Medium might indicate you can make recommendations
but need your boss’s approval before taking action. Low could mean
check with your manager before starting a task or project for clear defi-
nition of what your manager wants. You and your boss need to define
exactly what H, M, and L mean in your work situation. Expect that your
level of authority may differ for each responsibility, goal, or expectation.
4. Who expects this of me? Check off the responsibilities you expect
of yourself in the ‘‘I Do’’ column. Then put checkmarks in other appro-
priate columns based on who you think expects that responsibility: your
boss, your staff, peers, or senior management. There can be multiple
checkmarks for each responsibility.
Explain to your manager that to ensure you meet her expectations,
you have prepared an analysis of what you think your responsibilities
and levels of authority for each duty are. Tell your manager the work-
sheet is a ‘‘talking document’’ so you can get her ideas and collaborate.
Ask for a meeting—in person, or if not possible, by videoconference or
phone.
Depending upon how collaborative your relationship with your boss
is and how he deals with written information, you might decide to e-mail
your completed worksheet ahead of the meeting. This gives your boss an

opportunity to think about his expectations, whether he agrees with
what you’ve written, and what to add, delete, or modify. With both peo-
ple prepared for the meeting, you might have better results in a shorter
period of time. However, if you think your boss will e-mail it right back
to you with a pithy note to avoid a face-to-face meeting, you may not
want to e-mail it. For the ideal communication, you should persuade
him to review it ahead of time and meet in person to discuss his expecta-
tions.
(Text continued on page 40)
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Figure 2-1. Clarifying Expectations Worksheet
Who Expects This of Me?
Level of Sr.
Responsibilities Authority I Do Boss Staff Peer Mgmt
Set Clear Expectations
Define goals for my work situation
Carry out department goals
Prioritize tasks and projects
Provide leadership
Create/implement business plans that will
succeed
Share the same goal as other groups

Specifically:
Support joint tasks effectively
Drive change initiatives
Meet compliance issues
Get team member buy-in
Develop Work Relationships
Foster a good work environment for my
peers and coworkers
Support different departments
Advocate for my employees
Be fair, honest, and trustworthy
Maintain peace/harmony
Set an example of following ‘‘rules’’
Set example of good customer service
Boost morale of group
Support my staff/management
Trust staff/management
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Figure 2-1. (Continued)
Who Expects This of Me?
Level of Sr.
Responsibilities Authority I Do Boss Staff Peer Mgmt
Show respect for everyone
Build a strong team to support the company
Be a positive role model
Communicate Expectations
Communicate department goals
Communicate high-level goals/expectations
to my team
Get the work done on time and within budget
Consistently enforce rules/expectations
Ensure staff understands expectations
Use Process Skills & Technical
Knowledge to Meet Corporate Goals
Produce quality products/services
Provide organization
Complete tasks that will help company obtain
goals
Ensure staff is trained and able to perform j ob
Eliminate quality issues
Ensure bills are paid on time without
exception and without error
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Figure 2-1. (Continued)
Who Expects This of Me?
Level of Sr.
Responsibilities Authority I Do Boss Staff Peer Mgmt
Identify more efficient processes/workflow
Ensure safety of staff members
Provide tools and resources to do the job
Plan
Prevent & Solve People Problems
Make employees/company/teams successful
Resolve and manage HR issues
Maintain smooth operation of department/
group
Create teamwork
Delegate
Set deadlines & progress check-in dates
Provide employees with the tools to do jobs
Provide guidance and support
Tell ‘‘big picture’’ about ‘‘why’’ and ‘‘what’’
they need to do
Mentor staff
Trust staff
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Figure 2-1. (Continued)
Who Expects This of Me?
Level of Sr.
Responsibilities Authority I Do Boss Staff Peer Mgmt
Monitor progress on regular basis
Give Feedback
Meet deadlines
Make sure job/task is done effectively
Provide regular feedback
Hold people accountable
Coach
Guide individuals
Help get staff involved in problem solving
Ensure department goals are met and
obstacles are overcome
Effectively train
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Figure 2-1. (Continued)
Who Expects This of Me?
Level of Sr.
Responsibilities Authority I Do Boss Staff Peer Mgmt
Hire Talent
Recruit, interview, and hire
Listen
Listen to staff point of view
Assist staff with their issues
Support others’ ideas
Be a sounding board
Accept feedback
Motivate Talented Staff
Motivate employees
Set positive, comfortable environment
Ensure I am a positive role model
Keep turnover low
Boost morale
Create good days for staff
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Figure 2-1. (Continued)
Who Expects This of Me?
Level of Sr.
Responsibilities Authority I Do Boss Staff Peer Mgmt
Other
Fulfill boss’s duties when he or she is not
available
Meet sales and/or revenue goals
Ensure safety
Evaluate performance
Plan career development
Plan succession
Increase profit
Educate self on current trends
Lead the Meeting(s) with Your Boss
Open the meeting with a recap of the purpose of this communication on
expectations and responsibilities. The purpose is to ensure that you meet
your manager’s expectations so that you can better lead your team and
meet all goals. Explain why it benefits him, you, and your staff.
Review each responsibility and get agreement on what authority (H,
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M, or L) you have for each of the responsibilities. If this seems too time
consuming, think about how long it takes when you and your team have
to change directions because of not meeting what your boss expected.
Add, delete, or modify items on your list according to your manager’s
comments. Make sure you ask targeted open-ended questions to elicit
any unwritten expectations your manager has that are not yet on your
list. Discuss any disagreements as you go, so that you both concur with
the final list. Set up additional meetings as necessary until you and your
manager complete and agree upon the final list. Finalize the worksheet
and e-mail or give your boss a copy of the finalized ‘‘Clarifying Expecta-
tions Worksheet.’’
Keep an open mind during the meetings and recognize that it may
take more than one meeting to come to a final agreement. This is espe-
cially true if your manager has trouble specifying expectations. This con-
versation will be of enormous benefit to both of you in working in
partnership. It should also prevent situations in which your boss might
go directly to your staff or undermine your decisions with your direct
reports.
Follow Up Continually to Ensure You Are in Agreement
Ask for and schedule a weekly meeting to review your progress and
plans. The weekly meeting is one of the best communication tools you
can use to ensure you and your boss continually see eye to eye. If your
manager does not see the necessity of a weekly meeting, do not give up.
Persuade him that it will help you be better able to meet his expectations
and to communicate. You can save your boss time by saving up the little
matters and handling them all at once. You can be sure you and your

team are always aligned with the organizational goals. You can discuss
anything that has changed, including priorities, and stay in alignment
with your manager’s expectations. When you work cohesively with your
manager, you demonstrate how you want your staff to work with you.
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