Summary

Duration: 2.5 hours
Group Size: ~10 participants
Format: In-person, highly interactive

Workshop Objectives

By the end of this session, participants will be able to:

• Understand what expectations they hold and what's expected of them
• Surface and discuss expectations from multiple perspectives (team, leadership, organisation)
• Identify where expectations are unclear, misaligned, or conflicting
• Create explicit shared expectations about performance, behaviour, deliverables, and accountability
• Establish a process for managing expectations as they evolve
• Feel clear and aligned about what success looks like

Materials Needed

• Flipchart/whiteboard
• Post-it notes (multiple colours)
• Printed handouts: Expectations Assessment, Expectations Framework, Expectations Alignment Guide, Expectations Agreement Template, Team Expectations Charter
• Large paper for mapping
• Markers
• Timer
• Name tags/table tents

Process

SEGMENT 1: Opening & Discovering Hidden Expectations (25 minutes)

Welcome & Context Setting (3 min)

• Brief welcome and workshop objectives
• Ground rules: make implicit explicit, no judgment for different expectations, focus on clarity not conformity
• Normalise that unspoken expectations cause most team friction

Activity: "Expectations Stories" (22 min)

Purpose: Surface where expectations are unclear, assumed, or misaligned

Individual Reflection (7 min):

Think about your experience with expectations in teams:

On separate post-its, capture:

• A time when unclear expectations caused problems (what happened?)
• A time when expectations changed without warning (how did that feel?)
• An assumption you made that turned out to be wrong (what was it?)
• One expectation you have for this team that you haven't voiced yet

Write each on a post-it with brief description

Silent Posting and Clustering (6 min):

Create four flip chart areas:

• "Unclear expectations" (when we didn't know what was expected)
• "Shifting expectations" (when expectations changed unexpectedly)
• "Wrong assumptions" (what we thought but wasn't true)
• "Unspoken expectations" (what we expect but haven't said)

Everyone posts their sticky notes, reading others as they go

Facilitator clusters similar themes

Group Discussion (9 min):

As a group, look at all four areas:

• What patterns do we see in unclear expectations?
• What happens when expectations shift without communication?
• What assumptions do we commonly make?
• What unspoken expectations need to be voiced?
• What's the cost of not making expectations explicit?

Frame: "Today we'll make expectations explicit so everyone knows what's expected and can succeed."

Facilitator Notes:

• Push for specific examples: "expectations weren't clear" becomes "I thought I owned the decision but so did someone else and we conflicted"
• Common unclear expectations: who decides what, what quality standards are, how much autonomy people have, what timelines are realistic, what communication is expected
• Common shifting expectations: priorities change without notice, scope expands, success criteria evolve, leadership changes direction
• Common wrong assumptions: assuming others work the way I do, assuming silence means agreement, assuming everyone understands the same way, assuming context is shared
• Common unspoken expectations: responsiveness, work hours, quality standards, involvement in decisions, recognition, support
• Watch for: defensiveness about having expectations (normalise that expectations are healthy), reluctance to voice expectations (create safety)
• Some may say "I have no expectations" (everyone has expectations, they're just implicit)
• Build urgency: "Look at the cost of not being clear about expectations"
• Note patterns: are certain types of expectations consistently unclear? (those need special attention today)
• For new teams, many expectations will be unspoken: surfacing them is the goal

SEGMENT 2: Understanding Different Types of Expectations (15 minutes)

Mini-Teach: The Expectations Framework (15 min)

Expectations exist at multiple levels and in multiple forms. Making them explicit prevents misunderstandings and conflict.

Four Types of Expectations:

1. Performance Expectations

What they are: Standards for quality, output, and results

Examples:

• What does "good work" look like?
• What level of quality is required?
• What outcomes are we aiming for?
• How much is "enough"?
• What does success look like?

Why they matter: Without clear performance expectations, people don't know what standard to work to or when they've succeeded.

2. Behavioural Expectations

What they are: How we treat each other and conduct ourselves

Examples:

• How do we communicate respectfully?
• How do we handle disagreements?
• How do we give and receive feedback?
• What behaviours are encouraged or discouraged?
• How do we show respect?

Why they matter: Behavioural expectations create psychological safety and team culture.

3. Deliverable Expectations

What they are: What we produce, when, and in what format

Examples:

• What deliverables are required?
• What format or structure?
• What level of detail?
• By when?
• To whom?

Why they matter: Clear deliverable expectations prevent wasted effort and missed deadlines.

4. Accountability Expectations

What they are: How we follow through and take responsibility

Examples:

• What does accountability look like?
• How do we communicate if we can't meet commitments?
• How do we handle mistakes?
• What happens when expectations aren't met?
• How do we support each other in meeting expectations?

Why they matter: Accountability expectations build trust and reliability.

Three Perspectives on Expectations:

Expectations I have of others:

• What I expect from teammates
• What I expect from leadership
• What I expect from the organisation

Expectations others have of me:

• What teammates expect from me
• What leadership expects from me
• What the organisation expects from me

Expectations we have collectively:

• What we expect from ourselves as a team
• What we expect from leadership
• What leadership expects from us

Why Multiple Perspectives Matter:

Prevents:

• One-directional thinking (only considering what I expect)
• Surprise (not knowing what others expect)
• Misalignment (different expectations in different directions)

Enables:

• Full picture of expectations landscape
• Proactive alignment
• Mutual accountability

The Problem with Implicit Expectations:

When expectations are implicit:

• People make different assumptions
• Expectations go unmet without realising
• Frustration builds ("I thought you knew...")
• Blame and conflict emerge
• Trust erodes

When expectations are explicit:

• Everyone knows what's expected
• Can discuss if expectations are realistic
• Can negotiate when expectations conflict
• Can communicate if expectations change
• Trust builds through clarity

The Expectations Cycle:

Stage 1: Set expectations (make them explicit and clear)

Stage 2: Align expectations (ensure mutual understanding and agreement)

Stage 3: Meet expectations (follow through on commitments)

Stage 4: Adjust expectations (update when circumstances change)

Stage 5: Reset expectations (when major changes occur)

Key Principle: Expectations Must Be:

Explicit: Stated clearly, not assumed

Specific: Concrete and measurable, not vague

Realistic: Achievable given resources and constraints

Shared: Mutually understood and agreed

Revisited: Updated as circumstances evolve

SEGMENT 3: Surfacing Current Expectations (20 minutes)

Framework Share: Mapping Your Expectations Landscape (3 min)

Before setting clear expectations, understand what expectations currently exist (both spoken and unspoken). This prevents working blind.

Three mapping questions:

• What expectations do I hold? (my expectations of others)
• What expectations do others hold of me? (their expectations of me)
• Where might expectations be misaligned? (gaps and conflicts)

Activity: "Expectations Mapping" (17 min)

Purpose: Make current expectations visible from all perspectives

Individual Mapping (7 min):

Using Expectations Assessment handout:

Part 1: My expectations (3 min)

For this team, what do you expect regarding:

• Performance: _______________
• Behaviour: _______________
• Deliverables: _______________
• Accountability: _______________

Part 2: Expectations of me (3 min)

What do you think others expect from you?

• Teammates expect: _______________
• Leadership expects: _______________
• Organisation expects: _______________

Part 3: Potential misalignments (1 min)

Where might your expectations differ from others?

Small Group Sharing (7 min):

Groups of 3-4:

Share your expectations maps:

• Where do we have similar expectations?
• Where do our expectations differ?
• What surprises us?
• What needs clarifying?

Capture key themes and differences on flip chart

Whole Group Synthesis (3 min):

Each group shares:

• One area where expectations seem aligned
• One area where expectations differ or are unclear

Facilitator captures on main flip chart:

• Areas of alignment
• Areas of difference or confusion
• What needs clarifying

Facilitator Notes:

• Help people be specific: "high quality" needs definition - what does that mean exactly?
• Common performance expectations: responsiveness, thoroughness, innovation, efficiency, meeting deadlines, quality standards
• Common behavioural expectations: respect, honesty, collaboration, professionalism, supportiveness, directness
• Common deliverable expectations: format, timing, level of detail, review process, approval needs
• Common accountability expectations: ownership, proactive communication, follow-through, admitting mistakes
• Watch for: very different expectations across individuals (surface these), expectations that may be unrealistic (note for discussion), expectations from leadership that team doesn't know about
• Some people struggle to articulate expectations: help with prompting questions "What would you be frustrated if someone didn't do?"
• Listen for implicit "shoulds": "People should just know..." (no, they shouldn't - make it explicit)
• Notice where expectations are assumed vs. discussed: "I thought everyone knew we..."
• For new teams, many expectations won't be shared yet: that's why we're here
• If major gaps emerge, note for deeper discussion: "We'll work on aligning this"
• Build safety: different expectations are normal and OK, we're here to align them

SEGMENT 4: Setting Performance and Behavioural Expectations (25 minutes)

Framework Share: Creating Clear Performance and Behavioural Standards (5 min)

Performance and behavioural expectations set the foundation for how the team operates. They answer: "What does good look like?" and "How do we treat each other?"

Creating Clear Performance Expectations:

Avoid vague:

• "High quality work"
• "Timely delivery"
• "Good communication"

Be specific:

• "Work is reviewed by at least one other person before delivery"
• "Deliverables completed 2 days before deadline for review"
• "Updates shared in team channel within 24 hours of significant changes"

Elements of good performance expectations:

• Observable (can see if it's happening)
• Measurable (can determine if it's met)
• Realistic (achievable given constraints)
• Relevant (matters to team success)

Creating Clear Behavioural Expectations:

Avoid vague:

• "Be respectful"
• "Be professional"
• "Be collaborative"

Be specific:

• "Listen without interrupting; ask questions to understand"
• "Respond to messages within 24 hours, even if just to acknowledge"
• "Actively share information that helps others do their work"

Elements of good behavioural expectations:

• Action-oriented (describes what to do)
• Observable (can see the behaviour)
• Positive (states what to do, not just what not to do)
• Inclusive (works for everyone)

Activity: "Performance and Behavioural Standards" (20 min)

Purpose: Create explicit, specific performance and behavioural expectations

Small Group Standard-Setting (14 min):

Divide into 2 groups:

• Group 1: Performance expectations
• Group 2: Behavioural expectations

Each group:

Step 1: Identify what matters (4 min)

Performance group: What aspects of performance matter most for this team?

Behavioural group: What behaviours matter most for this team?

Brainstorm list

Step 2: Create specific expectations (8 min)

Using Expectations Framework handout:

For each area that matters, create specific expectation:

Make it observable and measurable

Test: Can someone tell if this expectation is met?

Aim for 4-6 clear expectations

Step 3: Reality check (2 min)

Are these realistic and achievable?

Will these help the team succeed?

Are these clear enough?

Whole Group Review and Alignment (6 min):

Each group shares their expectations (3 min each)

For each set:

• Does this make sense?
• Is this clear enough?
• Is this realistic?
• Anything to add or adjust?

Quick discussion and refinement

Capture agreed expectations on flip chart

Facilitator Notes:

• Push for specificity: "What does 'high quality' actually mean? What would we observe?"
• Common performance expectations: work is reviewed before delivery, updates happen proactively, deliverables meet defined criteria, deadlines are met or communicated early, problems are surfaced quickly
• Common behavioural expectations: respectful communication, active listening, constructive feedback, assuming positive intent, speaking up with concerns, supporting teammates
• Watch for: expectations that are too rigid (allow some flexibility), expectations that only work for some roles (ensure inclusivity), too many expectations (keep to essentials)
• Help groups make expectations observable: not "be proactive" but "raise potential issues as soon as you see them"
• If disagreement emerges, facilitate: What's the underlying need? Can we meet different needs?
• Some expectations may be aspirational: distinguish between "how we are now" and "how we want to be"
• Ensure expectations reflect team's actual context: distributed vs. co-located, experience levels, resources available
• Link to earlier: "I heard several people mention responsiveness - what does that look like specifically?"
• Test realism: "Can everyone here commit to this?" If not, adjust
• For new teams, these become foundational standards they'll grow into

SEGMENT 5: Setting Deliverable and Accountability Expectations (25 minutes)

Framework Share: Clarity on What and How (5 min)

Deliverable expectations answer "what do we produce?" Accountability expectations answer "how do we ensure follow-through?"

Deliverable Expectations Include:

What: Specific outputs or outcomes

Format: How it should be structured or presented

Quality: What level of completeness or polish

Timing: When it's needed

Process: How it should be developed or reviewed

Recipients: Who needs to receive it

Why deliverable clarity matters:

Prevents:

• Wasted effort on wrong format
• Mismatched quality levels
• Missed deadlines
• Work that doesn't meet needs

Enables:

• Efficient work
• Right level of effort
• Timely delivery
• Useful outputs

Accountability Expectations Include:

Ownership: Who's responsible for what

Communication: How we update on progress

Follow-through: What we do if we can't meet commitments

Mistakes: How we handle errors

Support: How we help each other succeed

Why accountability clarity matters:

Prevents:

• Dropped balls
• Surprise failures
• Blame and finger-pointing
• Eroding trust

Enables:

• Reliable delivery
• Proactive problem-solving
• Learning from mistakes
• Strong team trust

Activity: "Deliverable and Accountability Standards" (20 min)

Purpose: Create explicit expectations for deliverables and accountability

Small Group Standard-Setting (14 min):

Same groups, but swap:

• Group 1 (was performance): Deliverable expectations
• Group 2 (was behavioural): Accountability expectations

Each group:

Step 1: Identify key areas (4 min)

Deliverable group: What are the key deliverables for this team? What clarity do they need?

Accountability group: What accountability practices matter most?

List key areas

Step 2: Create specific expectations (8 min)

Using Expectations Alignment Guide handout:

For each area, create specific expectation:

Deliverables: What, format, quality, timing, process

Accountability: How we own work, communicate, follow through, handle mistakes, support each other

Aim for 4-6 clear expectations

Step 3: Reality check (2 min)

Are these realistic?

Will these help us work effectively?

Are these clear and specific?

Whole Group Review and Alignment (6 min):

Each group shares their expectations (3 min each)

For each set:

• Does this work for everyone?
• Is this clear and complete?
• Anything missing?

Quick discussion and refinement

Capture agreed expectations on flip chart

Facilitator Notes:

• Help groups be concrete about deliverables: not "high quality reports" but "reports include executive summary, data analysis, and recommendations; reviewed by 2 people before submission"
• Common deliverable expectations: standard formats for recurring deliverables, draft review before final delivery, clear acceptance criteria, documentation of decisions
• Common accountability expectations: proactive updates if issues arise, owning mistakes and fixing them, asking for help when needed, communicating if can't meet deadlines, supporting teammates who are struggling
• Watch for: overly detailed process expectations (keep to what matters), expectations that assume specific tools (ensure flexibility), accountability that becomes punitive (focus on support and learning)
• Help groups distinguish between "accountability to" (responsibility) and "accountability for" (ownership)
• If deliverable expectations vary by project, identify what's consistent vs. what's project-specific
• Ensure accountability expectations include both individual and team accountability
• Test for psychological safety: "How will we handle mistakes?" should focus on learning, not punishment
• Link deliverable and accountability: "If this deliverable is delayed, how will we communicate that?"
• Some teams may need light expectations, others more structure: let team decide level of detail
• For new teams, start simple and add detail as needed

SEGMENT 6: Aligning Expectations Across Perspectives (20 minutes)

Framework Share: The Three-Way Alignment (3 min)

Expectations flow in multiple directions. Alignment requires understanding all perspectives.

Three perspectives that need alignment:

What team members expect from each other:

• Created in previous segments
• Team's expectations of themselves

What leadership expects from the team:

• May be explicit or implicit
• Need to understand and discuss

What team expects from leadership:

• Support, resources, decisions, clarity
• Often unspoken but important

Why three-way alignment matters:

Without it:

• Team works to different standards than leadership expects
• Team doesn't get needed support
• Frustration and misalignment

With it:

• Clear, shared expectations
• Right support in place
• Accountability flows both ways

Activity: "Three-Way Expectations Alignment" (17 min)

Purpose: Ensure expectations are aligned across all perspectives

Part 1: Leadership Expectations of Team (8 min):

Small Group Discussion (5 min):

Groups of 3-4:

Based on what you know (from leadership, job descriptions, organisational goals):

• What does leadership expect from this team?
• What standards or goals have been communicated?
• Where are leadership expectations unclear?

Capture on flip chart

Whole Group Synthesis (3 min):

Compile what we know about leadership expectations:

• Clear expectations from leadership
• Unclear or assumed expectations
• Questions we need to ask

Part 2: Team Expectations of Leadership (6 min):

Individual Reflection (2 min):

What does the team need from leadership to succeed?

Write on post-its:

• Support needed
• Resources needed
• Decisions needed
• Clarity needed

Posting and Clustering (2 min):

Post all expectations of leadership

Cluster similar themes

Quick Discussion (2 min):

What do we collectively need from leadership?

What's reasonable to expect?

What should we communicate?

Part 3: Alignment Check (3 min):

Looking at all three perspectives:

• Where do expectations align?
• Where do they conflict?
• What needs further discussion or negotiation?
• What needs to be communicated upward?

Capture alignment issues and actions

Facilitator Notes:

• Some leadership expectations may be very clear, others completely unclear: both are common
• Help team distinguish between "what we've been told" and "what we're assuming"
• Common leadership expectations: deliver on commitments, communicate proactively, solve problems independently, collaborate effectively, achieve specific outcomes
• Watch for: unrealistic leadership expectations (note for discussion), misunderstanding of what leadership actually expects, team not knowing what leadership expects
• Some leadership expectations may conflict with team's internal expectations: surface this
• Common team expectations of leadership: clear priorities, timely decisions, resources and support, removal of blockers, protection from constant change, recognition
• Help team be realistic about what to expect: some things are within leadership control, others aren't
• If leadership is present: this is valuable input, facilitate discussion
• If leadership isn't present: note what needs to be communicated or clarified
• Watch for: team being hesitant to voice expectations of leadership (create safety: "It's OK to need things from leadership")
• Build two-way accountability: team accountable to leadership AND leadership accountable to team
• If major conflicts emerge between perspectives, note for escalation or negotiation
• For new teams, many expectations won't be clear yet: identify what needs clarifying

SEGMENT 7: Integration & Creating Expectations Agreement (10 minutes)

Tool Distribution (2 min)

Provide take-home resources:

• Expectations Assessment (already have)
• Expectations Framework (already have)
• Expectations Alignment Guide (already have)
• Expectations Agreement Template (already have)
• Team Expectations Charter

Expectations Agreement Creation (6 min)

Using Team Expectations Charter handout, capture today's work:

Our performance expectations:

What good work looks like: _______________

Our behavioural expectations:

How we treat each other: _______________

Our deliverable expectations:

What we produce and when: _______________

Our accountability expectations:

How we follow through: _______________

What leadership expects from us:

What we need from leadership:

What's still unclear and needs clarifying:

How we'll revisit these expectations:

When: _______________________________________________

Process: _______________________________________________

Closing Round (2 min)

Go around circle, each person shares:

"One expectation I'm committing to is..."

Facilitator provides:

• Appreciation for honest and constructive discussion
• Reminder that expectations will evolve as team develops
• Encouragement to voice expectations as they arise
• Note that regular expectation check-ins prevent misalignment
• Confidence that clear expectations enable success

Secret Sauce

Energy Management

• Segment 1 should surface frustrations while creating optimism (we can fix this)
• Segment 2 provides helpful framework (relief that there's structure)
• Segments 4-5 feel productive and empowering (we're creating clarity)
• Segment 6 might feel complex (multiple perspectives) but should end with clarity
• If energy dips after Segment 3, take 2-minute break before Segment 4
• Balance honesty (expectations aren't clear) with optimism (we're making them clear)

Common Challenges

"We don't need formal expectations." Explore: How are current informal expectations working? What happens when they're not met? Formal doesn't mean rigid, just explicit.

Can't agree on expectations. Start with what you can agree on. Discuss differences. May need to try different approaches and adjust.

Leadership expectations unclear. Common for new teams. Capture what you know, identify what needs clarifying, commit to asking.

Expectations feel too rigid. Emphasize: These are agreements, not rules. They can flex. They should help, not constrain.

Someone wants much higher/lower standards. Facilitate: What's the underlying need? What's realistic? Can we start somewhere and build up?

Expectations conflict with organizational culture. Note the conflict. Work within team's control. Escalate what's beyond team's control.

Too many expectations. Help prioritize: What matters most? Start with essentials. Can add more later.

Uncomfortable voicing expectations. Create safety: Having expectations is healthy. Voicing them prevents problems. Model vulnerability.

Timing Flexibility

• If running behind: Combine Segments 4 and 5 into 20 minutes (10 min each group, 10 min share)
• If ahead: Extend Segment 6 for deeper three-way alignment discussion
• Can extend Segment 7 for more detailed charter creation
• Segment 6 shouldn't be rushed: alignment across perspectives needs adequate time

Key Facilitator Moves

In Segment 1:

• Normalize that unclear expectations cause most team problems
• Surface real frustrations from unclear expectations
• Build case for why this work matters

In Segment 2:

• Make expectations framework accessible and practical
• Help people see different types and perspectives
• Build understanding that clarity helps everyone

In Segment 3:

• Help people articulate implicit expectations
• Surface differences without judgment
• Create safety for divergent expectations

In Segments 4-5:

• Push for specific, observable, measurable expectations
• Ensure expectations are realistic
• Test that expectations actually help the team

In Segment 6:

• Hold complexity of multiple perspectives
• Surface conflicts between perspectives
• Identify what needs escalating or negotiating

Throughout:

• Make implicit explicit
• Balance specificity with flexibility
• Ensure expectations serve the team, not constrain it
• Build two-way accountability

For Different Team Types

Brand new teams: Full workshop as designed. Most need for explicit expectations.

Teams with new members: Focus on making existing implicit expectations explicit. Ensure new members understand expectations.

Reorganized teams: May need to reset expectations from previous team structure. Acknowledge old expectations while creating new ones.

Teams with performance issues: May reveal expectations were never clear or misaligned. Use as opportunity to reset.

Follow-Up Suggestions

• Week 1: Start living the expectations, notice what works
• Week 2: Quick check-in - are expectations clear? Realistic? Helpful?
• Month 1: Review expectations, adjust what's not working
• Quarter 1: More thorough expectations review - what needs updating?
• When new members join: Share expectations explicitly, don't assume they'll figure it out
• When priorities shift: Revisit and adjust expectations accordingly
• Ongoing: Regular expectation check-ins prevent drift and misalignment

Success Indicators

You'll know the workshop worked if:

• Participants can articulate what's expected from multiple perspectives
• Specific expectations documented across all four types
• Awareness of where expectations are aligned and misaligned
• Clear understanding of leadership expectations and team expectations of leadership
• Written expectations agreement team can reference
• Process for revisiting expectations as they evolve
• Reduced anxiety about "am I doing this right?"
• Confidence that clarity enables better performance

Appendix: Key Concepts Summary

Implicit Expectations Cause Most Problems

When expectations aren't discussed, people make different assumptions. Make expectations explicit.

Expectations Flow Multiple Directions

Team members, leadership, and organization all have expectations. Align across all perspectives.

Four Types All Matter

Performance, behavioural, deliverable, and accountability expectations all contribute to team success.

Specific Beats Vague

"Respond within 24 hours" is clearer than "be responsive." Make expectations observable and measurable.

Expectations Must Be Realistic

Unrealistic expectations demotivate. Ensure expectations match resources, skills, and constraints.

Different Expectations Are Normal

People come with different standards and assumptions. Discussing differences creates alignment.

Expectations Evolve

As team and circumstances change, expectations need updating. Regular review prevents drift.

Two-Way Accountability Works Best

Team accountable to leadership AND leadership accountable to team. Clarity flows both ways.

Voicing Expectations Builds Trust

Speaking up about what you need or expect builds transparency and trust, not tension.

Clear Expectations Enable Success

When people know what's expected, they can meet expectations. Clarity is kindness.