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A Note from Linda ...

When expectations between a boss and a direct report are defined, it opens the path for clarity, harmony, and satisfaction. Delivering on those expectations sustains the ever-important relationship between boss and subordinate, and in turn, becomes the key to delivering successful results for the team and for the company.

What behaviors is a leader to expect from a direct report? What behaviors is a direct report to expect from a leader? When both parties fulfill their expectations, they will drive performance and growth to significantly effect long- term results.

How are you measuring up for delivering on expectations?

My best,
Linda Yaffe
Certified Executive Coach

"Synergy - - the bonus that is achieved when things work together harmoniously." -- Mark Twain

Great Expectations: The Leader/Direct Report Tango

While much has been written about what makes a great leader, there is little discussion about the relationship dynamics between a leader and a direct report-until now, that is. Larry Bossidy, former CEO of Allied Signal and coauthor of Execution: The Discipline of Getting Things Done (Crown Business, 2002), recently proposed a compact between boss and subordinate.

Bossidy outlines his preferred set of expectations in a Harvard Business Review article, "What Your Leader Expects of You, And What You Should Expect in Return" (April 2007). Clear expectations form the basis of the relationship and can be used to measure performance behaviors for appraisal reviews.

A set of expectations can and should work both ways. Certain behaviors on the part of both leader and direct report are crucial to performance, as well as forming rewarding relationships.

Here's a summary of Bossidy's nine expectations for leaders. A direct report is expected to:

1. Get involved

2. Generate ideas

3. Be willing to collaborate

4. Be willing to lead initiatives

5. Develop leaders as he or she develops

6. Stay current

7. Anticipate

8. Drive his or her own growth

9. Be a player for all seasons

Get Involved

Knowing when to get involved and when to leave a team alone is crucial to good management. Effective executives know how to delegate, but they also recognize when a situation calls for their immediate involvement.

Generate Ideas

Idea people are not usually applauded in organizations. They're often regarded as unusual or renegades. A person who is innovative and creative should be respected and encouraged. Often, the most innovative concepts never even reach the boss because they're dismissed as too unusual.

Be Willing to Collaborate

The boss must expect collaboration among reports and be firm when there's resistance. The boss must make it clear that lack of cooperation won't be tolerated, and interpersonal difficulties must be resolved.

Be Willing to Lead Initiatives

The boss should expect people to take risks and assume leadership roles, even when personal success is uncertain.

Develop Leaders as He or She Develops

The boss can expect direct reports to take as much interest in subordinates' development as they do in their own. They can demonstrate this by becoming personally involved in giving performance appraisals, providing employees with specific, useful feedback.

Stay Current

Bosses should expect their people to be informed of current events and news, particularly legislation and world affairs that directly or indirectly impact the organization. Leaders expect their people to know what's going on with competitors and customers.

Anticipate

Looking at worst-case scenarios and being prepared are part of an effective executive's job. The boss should expect direct reports to anticipate crises, as well as spectacular successes.

Drive His or Her Own Growth

The boss should expect his people to continually educate themselves. Direct reports should seek out mentors, accept demanding assignments, attend leadership development programs and/or engage the services of an executive coach.

Be a Player for All Seasons

The boss should expect positive behaviors even during hard times. In a downturn, a direct report should continue to motivate and inspire.

What a Direct Report Should Expect from the Boss

There are, of course, two sides to expectation agreements, and leaders know their subordinates will do their jobs more effectively when they can expect a few things in return. The boss should:

1. Provide clarity of direction

2. Set goals and objectives

3. Give frequent, specific and immediate feedback

4. Be decisive and timely

5. Be accessible

6. Demonstrate honesty and candor

7. Offer an equitable compensation plan

Provide Clarity of Direction

It is the boss' job to communicate where the business is going, the "why" and the benefits of strategies. People need to know how they contribute to the bigger picture.

Set Goals and Objectives

Each report should know his or her individual goals to determine where to invest time. Reports must also understand where and how they will be measured, which takes the mystery out of promotions and bonus decisions.

Give Frequent, Specific and Immediate Feedback

Direct reports shouldn't have to wait for annual reviews. They should expect the boss to deliver feedback when it is most relevant, and it should be specific to the situation. The more frequent, the better. This applies to positive feedback, as well.

Be Decisive and Timely

People should expect the boss to make decisions as soon as all of the necessary information is available. They should also feel comfortable enough to ask for help with decisions-and sooner, rather than later.

Be Accessible

If bosses expect people to keep them informed, they should be easily accessible when needed. Direct reports should know they can approach the boss without fear if they have bad news.

Demonstrate Honesty and Candor

Bossidy believes people waste far too much time figuring out how to tell others something unpleasant. This is rampant during performance appraisals.

Offer an Equitable Compensation Plan

If bosses have set clear goals and objectives, they should be able to estimate bonus amounts at the end of each year. People want to be fairly compensated, and they should expect the boss to be clear about it.

Keeping Bureaucracy at Bay

Maintaining clear expectations clarifies which behaviors are most important in spite of red tape. At several points during the day, direct reports can ask themselves, "What's expected of me right here, right now?" And the boss can also ask, "What can my direct report expect of me in return?"

It's much easier for people to live up to the leader's expectations when he or she fulfills his/her end of the compact. When the boss fails to meet expectations, it's still wise for direct reports to meet the company's goals. They will become better employees and managers, will likely achieve promotion, and will contribute to the team's and company's smooth performance. Moreover, they will accelerate their personal development.

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WorkingMatters' principal, Linda Yaffe, a Leadership Development and Certified Executive Coach, uses her senior and executive level management experience to help you achieve your business and career goals.

Whether you are jump-starting a business, advancing your career, an executive or president, Linda’s coaching expertise will provide you with the essential focus, skills and behaviors needed to perform, advance and lead in today’s business environment.

As well, Linda works closely with companies like yours focused on "high potential grooming and leadership performance enhancement" geared toward your top talent and next generation of leaders.

Linda delivers bottom-line benefits to individuals and organizations focused on moving to the highest levels of learning, performance and achievement.

In addition to coaching, Linda delivers Leadership Workshops to small and large businesses.

Linda abides by the strict code of confidentiality and adheres to the highest standard of ethics in accordance with the International Coach Federation.

For more information, please contact Linda by email at LYaffe@WorkingMatters.com

 
 
 


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