Unspoken Expectations are Premeditated Resentments

The first time I heard the title of this article, I froze and had to reflect on it. There will always be implicit and explicit expectations. The more we can make the implicit ones explicit and measurable, the better off we will always be. This applies to the hiring process, the onboarding process, and also to leaders currently in your organization.

Unspoken, undefined, or unmeasured expectations will often lead to frustration, resentment, and even mission drift.

The Interview Process: Where It Begins

The process of managing expectations starts from the very first interaction – the interview. It’s the time when you as an organization and the potential executive are getting to know each other. But all too often, the expectations are left unspoken. Vague job descriptions, ambiguous roles, and unclear reporting structures create fertile ground for misunderstandings.

Imagine a scenario where a nonprofit executive is hired with the vague job description of “raising funds for the organization.” But what does that really mean – is there a specific target? Are there particular strategies or fundraising channels that should be prioritized?

If you tell a leader that they are responsible for the organization’s relationship to the board, what exactly is expected? How often will they need to report? Do they need to grow the board to a certain size? What decisions need to be run by the board before they are finalized?

Without clear answers, frustration and disappointment are bound to creep in.

The Onboarding Experience: Cementing Expectations

Once an executive is hired, the onboarding process plays a pivotal role in setting expectations. It’s not just about completing paperwork and introducing the new hire to colleagues; it’s about aligning their understanding of the organization’s culture, mission, and values.

Effective onboarding helps executives understand the organization’s expectations for them and what they can expect in return. It’s an opportunity to clarify roles, responsibilities, and performance expectations. Without this step, executives may find themselves adrift, unsure of what’s expected of them, which can lead to dissatisfaction and disillusionment. In an effective onboarding, an executive gets time to talk to their team and understand what they expect from their leader as well.

Defining Clear Metrics and KPIs

To prevent misunderstandings and foster clarity, it’s essential to establish measurable criteria for assessing performance in various areas of nonprofit work, such as fundraising, operations, and team satisfaction. Key Performance Indicators (KPIs) should be defined for different roles within the organization.

Consider fundraising, for instance. Instead of merely telling an executive to grow the organization’s fundraising, you can establish KPIs like “increase individual donor contributions by 20% within the first year” or “secure three new major grants in the first quarter amounting to at least $XXX.” These concrete goals provide a roadmap and ensure everyone is on the same page.

Budgets and revenue are often the one place where expectations are clear. But what about other areas? Do you have KPIs in place to measure operational efficiency and impact? What about team motivation, satisfaction, and morale? Giving a leader clear and measurable targets ensures that everyone is on the same page about what success means.

Communicating Expectations Effectively

Creating clear expectations is not a one-time event but an ongoing process.

Effective communication is the key to ensuring that everyone is aligned and aware of what’s expected of them. Regular check-ins, performance reviews, and open lines of communication are vital in this regard.

Nonprofit leaders should actively engage with their executives to provide feedback and support. Likewise, executives should feel empowered to seek clarification and express their needs and concerns. An open and transparent dialogue helps bridge any gaps in understanding and prevents festering resentments.

Mitigating Resentment and Frustration

When expectations are clearly defined, communicated, and aligned, the result is a harmonious and productive working relationship. Executives feel empowered, supported, and valued, while organizations benefit from their contributions.

Clear expectations mitigate the risk of resentment and frustration, creating a positive work environment that encourages retention and fosters success. Teams that understand what’s expected of them can collectively work toward common goals with enthusiasm and purpose.

The next time you are bringing on a new leader, remember that “Unspoken Expectations Are Premeditated Resentments.” Prioritize effective communication, creation of clear metrics and KPIs, and ongoing dialogue to build stronger, more successful teams and to multiply your impact.

About Us

Maneva Group is a woman and minority owned national Executive Search firm focusing on the social sector, with expertise in completely managing the recruiting process, curating diverse and exceptionally qualified candidate pools, and advising C-suite executives and board members through crucial hiring decisions.  

If you want to discuss hiring impactful leaders for your organization, reach out to me at  nshah@manevagroup.com. We will schedule a no-cost, no obligation 30-minute consultation to discuss how to meet your goals.

Unspoken Expectations are Premeditated Resentments

The Interview Process: Where It Begins