Most workplace frustration doesn’t come from a lack of effort or commitment. It comes from expectations that weren’t met—not because people failed to try, but because those expectations were never clearly stated or truly understood.
In our organizational research over the past 30 years, we’ve seen this pattern repeatedly: when expectations are unclear, trust in leadership and collaboration begins to drop. When this happens, the frustration that follows is real. But the deeper cost is often invisible—trust begins to erode.
This dynamic is increasingly common. Roles evolve, priorities shift, and teams are asked to move faster with less certainty. People continue to work in good faith, investing energy and time into what they believe is needed. They solve problems based on experience and what has worked before. When they’re later told the outcome fell short, the issue is more than disappointment. It’s disorientation. People begin to question their judgment and whether they can reliably meet expectations going forward. Over time, that uncertainty weakens collaboration and trust—the sense that people are truly working with one another toward a shared outcome.
Consider a common scenario. A leader asks a team member to “move this forward quickly.” The work gets done on time, but when it’s delivered, the leader is disappointed. What they needed wasn’t just speed, but alignment with a broader strategy—or more collaboration with another team before finalizing decisions.
The expectation wasn’t ignored; it was incomplete. The leader never named the strategy, nor the need. In the absence of clarity, effort went in one direction while expectations lived in another.
Over time, moments like this teach people to hesitate, over-check, or disengage because trust in their understanding has been shaken. Here’s how to break that cycle.
Set expectations explicitly
This means being clear not just about tasks or deadlines, but about what success looks like, along with what constraints or tradeoffs are in play. It also means being realistic—considering current priorities and what support may be required to do the work well.
Rather than assuming clarity, make it visible. Instead of saying, “Can you move this forward?” try something more specific: “I’d like to review my expectations with you for clarity. What I’m trying to accomplish is [outcome], and what matters most here is [speed, quality, alignment, or collaboration]. I need this delivered by [timeframe], and I want to make sure that’s realistic given everything else you’re managing.”
Setting expectations this way signals partnership, not control. It shows consideration for others and consistency in how expectations are applied. It also opens the door to an essential question: “What do you need from me?” Asking that upfront helps leaders provide the right support and ensure people are set up to succeed.
Confirm understanding before work begins
Shared history and good intentions can create the illusion of alignment. Leaders may believe expectations are obvious, that others understand what matters most, or that capable people will speak up if something is unclear. In effect, clarity is assumed—and there’s often an unspoken expectation that people will initiate their own understanding.
In reality, many people hesitate to ask clarifying questions, especially in environments shaped by urgency or rapid change. They don’t want to slow things down, appear uninformed, or challenge direction. Trust is strengthened when leaders treat clarity as something to be created together, not something to be inferred.
Rather than assuming alignment, invite it. That might mean asking someone to reflect back what they heard or encouraging them to surface concerns. For example, instead of asking, “Any questions?”—which often shuts conversation down—try something more specific: “Before you get started, I’d like to make sure we’re aligned. What are you hearing matters most here?” or “What concerns or constraints do you see?”
And if you’re the person receiving the instruction, this is a moment to step into ownership. Asking a clarifying question doesn’t signal uncertainty: it signals engagement. Questions like, “Can I confirm my understanding of what success looks like?” or “What would be most helpful from you as I work on this?” both clarify expectations and demonstrate initiative. Managers notice this. It builds confidence on both sides and reduces the risk of misalignment later.
Renegotiate expectations when reality changes
Because it always does. Expectations can grow larger than anticipated, take longer than expected, or become more complex as work unfolds. New priorities emerge. Constraints surface. Resources shift. When these changes go unaddressed, people continue operating on outdated assumptions, drifting further out of alignment.
Renegotiation isn’t a failure of planning; it’s a leadership and partnership responsibility.
If you’re receiving an expectation and recognize that something has changed, bring it up immediately. Share what you’re seeing, explain what’s different, and be explicit about the support that would help you succeed. That might sound like:
“As I’ve been working on this, I’m realizing the scope is larger than expected because [reason]. I’m concerned I won’t be able to meet the original expectation as defined. I’d like to talk about what support—or what adjustment to scope or timing—would help me complete this successfully.”
Asking for support isn’t a sign of weakness; it’s a sign of ownership.
If you’re the one who set the expectation, make support visible. Ask questions like: “Are you running into any challenges?” “Is there anything I need to be aware of that’s creating a barrier to progress?” or “What support would help you get back on track?” These questions normalize course correction and reinforce that success is shared.
Renegotiation replaces disappointment with dialogue. It keeps people aligned to what matters now, not what mattered when the expectation was first set. And it reinforces a critical truth: trust isn’t built by pushing through in silence, but by adapting together when reality changes.
Managing expectations is one of the most overlooked ways trust is built at work. When managers make expectations visible, confirm understanding, and adapt together as needs change, they create more than alignment—they create confidence. People know what’s expected, why it matters, and where to ask for support when reality shifts. In a world defined by constant change, that kind of partnership isn’t a luxury. It’s a management responsibility.
