Navigating the intricacies of leadership expectations is sometimes like finding your way through a thick fog. In the dynamic world of for-impact organizations where passion meets purpose, understanding, managing, and communicating expectations is important for effective leadership.
1.Examine Core Motivation
Motivation lies at the heart of leadership. Understand why you lead and what drives you forward. Take a moment to reflect on your core values and why you’re in this particular leadership role. By aligning your actions with your intrinsic motivations, you can navigate challenges with clarity and purpose.
If your core motivation is helping under-resourced schools, then when you face financial setbacks, reconnecting with this core motivation will boost your resolve
2. Survey Expectations with Curiosity
Expectations often lurk beneath the surface of our consciousness, yet they influence our perceptions and actions. Stepping back to examine our expectations with a curious mindset opens up the opportunity for dialogue. What’s the motivation behind the expectations? Are these expectations realistic? Are they aligned with the organization’s mission and resources? By embracing curiosity, we gain insights into our own beliefs and biases. We open ourselves to perspectives that might be helpful.
When we began NYOTA, I had a set of expectations and a picture in my mind about the program. I have to admit that I presented my vision with a bit of over-blown certainty. Conversations with colleagues prompted me to review my expectations and consider other approaches to the program. When we met with women from the community to hear what they wanted, the program outline changed even more. And it changed for the better!
3. Communicate Expectations
Communication is a consistent theme across leadership, whether in business, for-impact organizations, or families! When we make clear our expectations around a goal, task, or project, we are less likely to end up in unnecessary conflicts. We eliminate the chances that we have to make changes down the road, course-correct, and perhaps miss deadlines.
Marc Asobee, NYOTA Co-director, and I asked two members of the planning team to develop the participant application process. Jean and I outlined the non-negotiables that we wanted addressed in the process. We set a timeline for the task, then said, “The rest is up to you.” Having outlined our expectations, Jean and I released everything to our colleagues. And you know what? The application process is rolling along smoothly.
Managing leadership expectations is an ongoing journey that requires self-awareness, curiosity, and effective communication. We’re in a better place to navigate the complexities of leadership at any level when we examine our core motivations, approach expectations with curiosity, and foster open communication.