Setting Expectations: The Foundation for Success

Clear expectations is one of the most powerful tools a leader has for building trust, accountability, and high‑performing teams

We have an immense responsibility to the people we lead, as leaders. As our people grow and succeed, so will our companies, battalions, divisions, and our departments. This success is not the result of some magical formula or a secret sauce; it is dependent on the work a leader does. Part of a leader’s work is investing in their people, and that involves setting expectations. Setting expectations is a requirement in building the foundation for success.

In the simplest of terms, setting expectations is about setting your members up for success. If your people do not know what you expect from them, they will be forced to figure it out for themselves. Senior firefighters might be better prepared to do this, but what about newer members or even probationary firefighters? These are people who lack a substantial base of knowledge when it comes to firefighting. They will make the best decisions they can, but will those decisions actually support mission accomplishment? The lack of clear expectations introduces luck into the emergency scene, and that is never a good thing.

From the officer’s perspective, setting expectations reduces the opportunities for conflict to arise and if one should occur, the officer now has an effective backstop to deal with the conflict. Without setting expectations people will do what they think is appropriate.

Clear Expectations Remove Guesswork and Reduce Risk

As already stated, newer members might not have the operational experience to make good decisions. Experienced members who have worked for another officer might have developed methods the new officer does not find acceptable. Setting expectations solves these issues by eliminating the guess work on the part of the members. Expectations also allow the officer to correct unacceptable behaviors. If you have briefed your members on what you expect and they fail to meet those expectations, you have every right to correct them and the “I didn’t know” excuse has no validity.

The way you present expectations to your members is just as important as the expectations themselves. Expectations are the guardrails you set for your members. When you present expectations in a positive light, you are setting your members up for success. Instead of listing the things your members should not do, frame your expectations in a positive light. Tell them what you want them to do, the attitudes that contribute to the good of the team, and what their role is in accomplishing the mission. Positive energy begets positive energy so as you start to build a relationship with a newly assigned member, make it a positive experience.

The mechanics of setting expectations should not be overlooked. Having a conversation with a newly assigned member is a positive step, but a conversation alone might not have a lasting effect. Putting expectations in writing has several distinct advantages.

Written Expectations Strengthen Clarity and Accountability

By giving someone a written document you give them something tangible they can read and re-read. An effective strategy is to give a newly assigned member a written expectations memo and let them have some time to read it and formulate their questions. You can circle back later in their first day to review what you have given them. Ask them what they see as the important points in the document. The read back is a great tool to ensure they understand what you are saying. Give them the opportunity to ask any questions they might have. Spend some time on this conversation as it is one of the most important conversations you will have with a newly assigned member.

Expectations memos should be clear and concise. A long, drawn-out document is one that might not hold people’s attention. Say what needs to be said, but don’t belabor your points. Remember your members already have a job description and they should be familiar with the policies and procedures of your organization. What you put in your expectations memo should be unique information the member cannot find somewhere else. Do not restate the obvious, share the most important points for them to be successful working for you.

Putting your expectations in writing sends the message that this is important. You are putting effort into setting your people up for success, which is another way of telling a newly assigned member they are important. If you expect your members to work hard, then you must be willing to work yourself. Crafting an effective expectations memo is not an easy task. You will need to spend time to ensure your message is clearly communicated. It is wise to have someone in your professional network look over your document. A detached set of eyes will be able to give you the feedback that is needed to make your expectations memo a useful tool.

Setting the Tone for Leadership

Proofreading your document is critical. If you are going to produce an expectations memo, make sure it is a high quality document. A sloppy-looking memo with spelling errors and bad grammar will kill your reputation faster than you can imagine. Think of your expectations memo as setting your first impression with a newly assigned member. If you want professionals working for you, then you must present yourself in a professional manner to the people you lead. A well written memo sets the tone for a newly assigned member and will carry weight with them well past the first meeting.

As important as it is to set your expectations, this is a great opportunity to have a two-way conversation. Once you have reviewed your expectations for your member, ask him or her what expectations they have for you. You are showing them you have an interest in their opinion.

High performing teams are built on relationships and relationships are built on honest conversations. I am not saying your job is to cater to everyone’s whims and wishes, but meeting reasonable expectations of the people you are leading will go a long way in building a high performing team. Some “disgruntled” firefighters might feel that way because they have never been treated with respect by their previous officer. Asking people what they expect from you shows them some respect. This one simple question might turn around someone’s career, and we should never downplay the ability we have to positively impact the people who work with us.

Two-Way Expectations Build Trust and Stronger Teams

Setting expectations is important for newly assigned members, but you should share these with your boss before you share them with anyone else. The question to your boss is, “Can we die on this hill?”

As important as it is to be positive, at some point someone might not go along with your expectations. If you must act because someone does not follow your expectations, you want to be sure the people you report to will support your efforts. Anything less can be disastrous and can hurt your career for a long time. Think about the difficult position you put your boss in if you issue a document they cannot or will not support. When dealing with an issue, leadership must be able to speak with a unified voice, and as a member of leadership, you must do your part to make sure your voice is in line with the boss’.

Setting expectations is a powerful tool in building a high performing team. Most people want to succeed, and setting expectations will help both the officer and members. Make the foundation for your team solid by setting expectations for your members.