expectation setting

Confronting a star employee who is excelling in their current role but may not be quite ready for a promotion presents a unique challenge for leaders. On one hand, acknowledging their exceptional performance is crucial for maintaining morale and motivation within the team. On the other hand, providing constructive feedback about their readiness for advancement requires delicate handling to ensure it doesn't undermine their confidence or commitment.

Leaders who take a structured approach to these difficult conversations are far more successful at handling them. Success looks like not only maintaining a positive working relationship after the conversation, but also laying out a plan for future growth. 

Done right, it’s a win-win approach: The employee leaves with a clear understanding of where they stand, feels valued, and is equipped with a plan that motivates them to move forward. The organization also increases retention and engagement. The key is to approach the conversation with empathy, support, and a growth mindset. What does this look like? 

Start by acknowledging their efforts, validating their feelings, and assuring them that their hard work hasn’t gone unnoticed. Shift from a mindset of delivering bad news to one of developing shared understanding and distinguishing between the skills they are excelling at now as an individual contributor and how change as they develop into new leadership positions. This compassionate approach can ease the disappointment and foster a more positive, open dialogue.

For example, you can say: “I recognize how hard you’ve been working and the dedication you’ve shown in your role. I know you were looking forward to a promotion, and I want you to know that I see and appreciate your efforts. I also wanted to distinguish that the type of work that needs to be done in a promoted position is different from the work you are currently doing and I would like to see you excel in some of those strategic tasks before we move into the promotion.”

2. Support

This conversation is not merely about explaining why the promotion isn’t happening now; it’s an opportunity to affirm your belief in your employee’s abilities and potential.

Outline the positive aspects of their work. For example, you could say, “You’ve demonstrated excellent skills in your current area, and your contributions to the team have been invaluable. I believe further development here will position you strongly for a future promotion. Let’s look at what opportunities we can create together for you to develop the skills to get you ready.”

3. Growth Mindset 

Don’t let the conversation end in disappointment but rather in hope for future possibilities. A future-focused mindset will not only help identify what your employee needs to work on but also actively helps them get involved in chartering a path for future action.

You could say, “I see a lot of potential in you, and I believe in your ability to grow into your aspiring role.”

When discussing the specific reasons your employee isn’t getting their desired promotion, you need to address three dimensions: competence, potential, and perception. As you do so, anchor your conversations in where the person is now and what they need to do in order to advance. This focus on “now vs. needed” provides a roadmap that keeps the conversation constructive, supportive, and oriented toward future success.

When discussing an employee's readiness for promotion, it's crucial to consider both their competencies and how they're perceived within the organization. Competence encompasses the specific skills, knowledge, and capabilities required for a role. While acknowledging their achievements and dedication, it's important to highlight areas where further development is needed for advancement. Engage them in evaluating their current competencies and foster open dialogue about areas for improvement.

For example, you might say, "Currently, you're excelling in skill X, which is crucial in your current role. However, to progress, further development in skill Y is needed. Let's explore targeted training or projects to bridge this gap and prepare you for your next responsibilities."

Be also conscientious that by asking them to focus on the strategic leadership skills while still expecting their core individual contributor tasks to be effectively completed that they will initially be stretched a bit and potentially feel overwhelmed. By helping them prioritize their time and how much to focus on each activity, leaders can help their aspiring leaders more effectively manage their time.

Addressing common misconceptions about recognition and promotion emphasize that results alone are not enough. Perception of one's professional image also plays a crucial role. Actions are interpreted by others, and individuals have the power to shape how they're perceived at work.

For instance, you could express, "Many believe that results alone should speak for themselves in terms of recognition and promotion. While results are undoubtedly important, perception of your professional image is equally vital. It's not just about what you do but also how others interpret your actions. You have the ability to influence how you're perceived within the organization."

Overall, when discussing promotion readiness, it's essential to address both competencies and perception. By recognizing achievements, identifying areas for growth, and shaping a positive professional image, employees can better position themselves for future advancement opportunities.

Having an extremely high-performing “rockstar” employee who consistently exceeds expectations is a key asset to a team's success. However, what happens when these top performers have bad attitudes? Regardless of their great contributions, their difficult behavior can be detrimental to the team’s morale and create friction. For managers, the challenge is balancing the value of these influential team members while also fostering a positive workplace culture.

While an employee may be a ‘high performer’, poor behavior constitutes underperformance in their role and can lead to more significant negative effects on the rest of the team. Over time, other team members may question why this poor behavior is tolerated and cause resentment towards management for failing to address such attitudes. Overall, the high performance of an individual can outweigh their positive contributions to the team, ultimately providing a net negative impact on the organization as a whole. 

Given the large implications a negative employee can have on a team, it’s important to navigate these challenges appropriately. Approaching the situation without a presumption of malintent is a critical component to ensuring the employee doesn’t develop a defensive attitude, ultimately hindering a productive conversation. The toxic team member may not be aware of their poor attitude and the implications of their actions on the team as a whole. Facilitating an open and honest discussion about their attitude and strategies to improve is crucial to productively addressing concerns. 

Here are some strategies for navigating this conversation and devising an improvement plan: 

When initiating a conversation about a poor attitude it is important to focus on the specific problem at hand. Similar to a performance review, identify specific instances in which they ‘underperformed’ and avoid generalizations. Not referencing specific examples may not properly communicate what needs to be adjusted. 

If the poor behavior is a more recent development, see if there is an underlying source for this negative mindset. The team member might be experiencing challenges in their personal or professional life that are causing them to take out their frustrations on the team. Make sure to actively listen to the challenges they are facing and be prepared to help workshop solutions to any difficulties they have within the workplace. Team members are more likely to communicate concerns if they believe management will take their feedback into consideration and work towards solutions. 

After identifying the problem, setting clear expectations for further improvement and how adjustments to their attitude will have a positive impact on the team. Not only will a good attitude improve their performance, but will create a more positive workplace culture. Outline specific behavioral expectations including maintaining respect, collaborating with peers, and fostering a positive work environment. 

When communicating expectations, emphasize they are non-negotiable aspects of their role and are imperative to future success within the firm. By establishing that performance isn’t solely measured based on contributions but also by their attitude and interactions, managers can effectively set the tone for acceptable behavior. Overall, setting clear expectations provides a structure of behavior accountability while also recognizing the employee’s contributions. 

Collaborate on an action plan with specific steps they can take to improve their attitude. This communicates the importance of making changes and provides actionable implementation steps. Within this action plan, discuss strategies to shift their negative behavior to more positive alternatives such as productive outlets.

Negative behavior can often manifest due to frustrations that the toxic team member has with others on their team. Providing them with a productive outlet for negativity can work to redirect their emotions to positive solutions. An example of a productive outlet may be creating solutions for a team member who consistently voices frustrations to communicate their concerns directly with management.

Even with strategies in mind, it can be difficult to determine the best ways to handle a toxic team member. Discussing solutions with human resources can help gain an additional perspective on the situation and provide insights on alternative solutions with the firm. Other resources such as horizontal mentorship groups can give leaders a community to discuss these challenges and hear how other leaders handled similar situations. 

In addition to reaching out for support, proactively addressing poor behavior is a key preventative measure to reduce negative behavior in the workplace. Address concerning behavior immediately when it occurs or soon after to prevent continued issues. Waiting for individuals to adjust their behavior on their own accord often doesn’t work and allows for the negativity to continue. Furthermore, proactively addressing problems communicates that this behavior isn’t tolerated on the team nor within the firm, regardless of an employee's output. 

Proactively addressing poor behavior may also manifest through creating mechanisms for team members to share concerning experiences with other team members. Ensure all team members feel comfortable reporting behavioral issues and have the correct resources to communicate such concerns. 

While high performers may create a lot of value on a team, if they create a toxic environment they may be doing more harm than good. Addressing the problem and providing opportunities for growth gives them a chance to reflect on their behavior and make changes. However, if a team member is unable to adjust their attitude, consider alternative solutions including removal from the team. Even if a team member is a ‘rockstar’, they aren’t worth compromising the team as a whole. 

Enforcing accountability with peers can be a daunting task, even for leaders. It is challenging to balance both the relationship and work priorities. Calling out a coworker on a late deadline or failing to meet an expectation is not a good way to keep friends. On the other hand, it can be extremely infuriating for managers to watch their peers shirk responsibilities when they are personally committed to their roles and their responsibilities. It is not easy to handle these situations when dealing with emotion and frustration. Yet, in executive positions, it is the responsibility of peers to promote accountability because there are very few if any, positions above that will provide the necessary feedback and reminders to the individual. 

Workplace leaders can hold their peers accountable by fostering a productive culture that thrives with constructive feedback. Cultivating the best-fit culture for a team can be challenging but encouraging accountability values alignment can be a great step. Further to foster this culture, leaders can focus on setting clear expectations, leading by example, promoting peer review, and utilizing goal-tracking software. Essentially, all of these tools work to provide crystal clear outlines of the set responsibilities and expectations of the role. Each of these work to improve communication or feedback in one way or another. Collaborative environments create cultures where individuals are enabled to openly and honestly communicate with their peers. By establishing shared values and mutual expectations for accountability, executives can strengthen their own skills, and their peer's integrity to ensure that each person upholds the standards and expectations of their role. 

Creating clear expectations for roles and responsibilities enables executives to hold their peers accountable by establishing a transparent framework for performance and behavior. When each leader knows the expectation, there is a lower likelihood of ambiguity, confusion, or misunderstanding. Clear expectations also make it easier to address issues as they arise since everyone is aligned on what success looks like and understands the standards to which they are held. Clarity helps executives make timely decisions based on company needs. Sometimes leaders' roles will include sacrifice, by establishing shared expectations, executives have a sense of mutual responsibility to continuously foster a beneficial, cooperative environment. 

2. Leading By Example

Leading by example is a paramount tool for executives hoping to hold their peers accountable. Leading by example can set a visible expectation and standard for performance or required actions. Specifically, leaders holding up their end of the bargain should encourage others to follow. When leaders consistently display a commitment to their role, and the expectations of their role and practice integrity in their decision-making they create an environment that will promote overall accountability. Direct reports will respond better when they see how hard their superior is working or how committed to the project they might be. The same can be true for peers. Leading by example can require sacrifice and compromise, but creating this environment is critical for team success. Furthermore, by setting clear expectations, the onus will not be on those completing their work to hold others accountable. If a clear expectation is set, peers have no reason not to complete it. By modeling accountability, executives encourage others to meet the same expectations, making it easier to address any lapses constructively. Peers are more likely to hold themselves to high standards when they see those same standards reflected in leadership, fostering a team culture where everyone is motivated to perform at their best and support one another's success.

3. Promote Mentorship and/or Peer Review

Promoting mentorship among company leaders is a great way to foster a culture of accountability. Mentorship encourages continuous learning and mutual growth. Through mentorship, leaders and executives share knowledge and reinforce commitments to expectations and organizational goals. Through mentorship, individuals generally develop connections with their coworkers which will promote honesty and open feedback long-term. Additionally, peer reviews or horizontal mentorship can promote accountability in a similar way. 

This dynamic encourages peers to hold each other accountable naturally, as professionals work together to overcome challenges, set realistic goals, and track progress. By promoting mentorship and peer connections, executives create a supportive network where accountability is viewed as a positive, growth-oriented process that benefits managers, their teams, and the organization as a whole. 

4. Utilize A Goal Tracking Software

AIM Insights is a software that provides continuous goal and progress reports to both managers and their teams. Members can see personal and team goals, sincerely impacting performance and lifting expectations. This specific software could be useful for holding accountability by setting benchmarks and expectations with timelines applicable to leaders. Additionally, AIM Insights provides tools for attainable goal-setting that are accessible to both managers and direct reports, with benchmarking and gap analysis available, creating transparency in performance, expectation, and growth. Through the use of software such as AIM Insights, executives can utilize a concrete tool to display goal achievement and expectations. 

Overall, fostering accountability among executive peers is a challenging task to undertake. But, necessary for building a cohesive and productive workplace culture. Although frustrating, it is crucial for executives to hold their peers accountable in the workplace. To ease this environment, leaders can promote cultures of accountability across all levels that will impact the expectations of peers. While it may be uncomfortable to call out colleagues on performance issues, establishing clear expectations, leading by example, promoting mentorship, and utilizing goal-tracking software can create an environment where accountability is embraced rather than avoided.