A manager explains why hidden expectations breed resentment between bosses and team members. When you promise a 30-hour week but deliver 20, people notice. Making those unstated assumptions explicit fixes the problem.
In business, as I've gotten along, I have gotten better at communicating what my expectations are and also prodding and pushing people to get out of them what the unsaid expectation of them from me is. If someone expects 30 hours a week and I only deliver 20 hours a week, well then I'm not going to be fulfilling their expectation, which then can lead to resentment. In communication, you have what's being said, but then you also have the subcommunication, and the subcommunication sometimes is harder to get at. And there's always subcommunication, and the more apparent you can make that subcommunication, ultimately the easier the relationship will be and the better you'll be able to manage your teams. If you want more management tips on how to manage your team, comment the word below "checklist" and you'll get my full checklist of how to build a profitable personal training studio.
