Set hours for working - Deepstash
5 Keys to Setting and Managing Team Expectations (Infographic)

5 Keys to Setting and Managing Team Expectations (Infographic)

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Set hours for working

Working together at the same time can give a big boost to productivity.

Consider requiring your team to work together for a few specific hours in the day.

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Roles and responsibilities documents

Your team will work as a unit if every member is aware of their own responsibilities and the importance of their work in the organization.

This can be accomplished by creating a document that describes their role in the company in detail.

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Communicate clearly and frequently

Communicate clearly and frequently

Communication is essential and comes first when setting expectations with your team.

Have a plan in place from the start to ensure your team understands what you are expecting from them.

For example, should they report every task they complete? Is there a set amount of time in which they should be able to reply to emails?

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The importance of managing expectations

According to Qualtrics, employees do not engage properly when they are unsure of their company’s goals.

When your team doesn’t know what you’re expecting from them, they also don’t know the direction they should be going. Even if they have talent and experience, they still need to be 100% sure of what you expect from them.

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The importance of being efficient

Your team needs to know that they are required to use their time at work efficiently and effectively.

To get an indication of their productivity, track the total time they have worked and compare that against the tasks they have accomplished. Speak with them if improvements can be made.

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Develop a team bond

Your team should be willing to engage and feel assured that they can offer and expect help if they need it.

The key is to make everyone feel welcome and needed for team-wide success.

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CURATED BY

melodydnn

Working with people is hard enough, being a boos is not enough. Being a leader is what we should strive for.

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