When their superiors offer clear and good goals, people are frequently more eager to surrender. People are also more likely to comply with directions if the leader understands and meets their expectations.
Marcus Buckingham and Curt Coffman provide a 25-year Gallup Institute in-depth study on organizational efficiency in First, Break All the Rules. Buckingham and Coffman discovered that knowing the company is the most important aspect related with its profitability, productivity, ability to retain exceptional personnel, and satisfaction of customers. what to expect when they complete the task.
On June 21, 1992, Fortune magazine published the reasons why 38 CEOs failed. These individuals are in charge of large corporations such as American Express, Compaq, Continental Airlines, Scott Paper, Quaker Oats, Kodak, Rubbermaid, IBM, AT&T, Kmart, Kellogg, and Westinghouse. They all failed, though, because they "let other corporations buy the company or quit the company when it is out of control." The two most common explanations provided by the aforementioned General Directors are related and can be attributed to a single cause: failure to satisfy expectations. According to the findings of this survey, bad business performance impacts 30 people (79 percent) out of a total of 38 CEOs. The cause for 20 persons was "lifetime syndrome" (e.g., working too long at a company) (53 percent ). The failure to meet the subordinates' expectations of developing a relationship with the leader was cited as the third factor. In terms of people, seventeen General Directors (45 percent) were not on the correct road.
Consider your own issues. Have you ever felt uneasy following a meeting? "I'm not sure what they want me to do," for example. Have you ever been assigned a task but felt the goal to be too ambiguous? How do you respond when someone imposes a negative attitude or believes there is no way to succeed? Compare that to occasions when you were assigned a specified task with a deadline. Consider how you would react if you were given clear and positive directions on how to achieve something. Do you think, in this scenario, that "that individual knows how to lead"? Natural born leaders are those who understand the expectations of others.
Using the abilities taught in this section, we will be able to:
• Find out what others anticipate;
• Explain to others what you expect;
• Raise common issues that are acceptable to all parties;
• Outline the organization's expectations;
• Overcome limiting expectations;
• Set positive expectations.