I recently had to schedule hip replacement surgery. The scheduler at the surgeon’s office went through various details with me, and then assured me that she would be sending me a packet with lots of information regarding the procedure, the hospital stay, post-op therapy, etc. A month passed, and no packet. I fully realize that I’m not their only patient and I’m sure she’s very busy, but I felt I should call again and ask about the packet. I was again assured it was on its way. Unfortunately, after the information had still not arrived following another week or so, I had to call again and speak with a manager. The packet arrived two days later. Needless to say, this process has not inspired much confidence in the staff’s ability to handle my case.

Whether we’re in the role of a customer or supplier, a subordinate or manager—or even simply a co-worker—it’s absolutely vital that we communicate our expectations and/or share our ability to fulfill specific requirements. Should our customers have to guess about how long our turnaround will be, or what features our products will provide? And, as managers, how can we expect our team to deliver the results we’re looking for if we don’t share our expectations? Nothing de-motivates employees more than last-minute criticisms following incomplete instructions. Instead, help build a true team atmosphere by planning ahead, outlining in detail what needs to be done, and sharing that information with everyone involved.