The power of intention and expectations

Karin Lindner   

Business Operations General Manufacturing communication human resources labor labour Lindner management manufacturing

Ensure your team members are in the game.

Many people in our work environments want something for nothing. On the other hand, there are people who are in the habit of going the extra mile, but much of the time the behaviour of each type of employee is ignored because of all the “busy-ness.” Yet such corporate cultures cost companies anywhere from 35% and 55% of payroll, while adding to rising stress levels.

Are there people on your team who must always be told what to do? And don’t presume long-time and high-level employees are immune to complacency. Employees that don’t pull their own weight have a negative effect on the motivated people. Do not allow this to happen.

Many technically inclined people in management positions shy away from anything that involves “talking” to people and do so only because they have to. That’s why this limited communication usually occurs when things go wrong.

Communicate clear expectations to the under-motivated and by when you expect to see significant change. Document progress and if there is no improvement, you must consider the employee is not happy with the job. If that is so, it’s time for them to move on. Companies can’t be competitive in a global marketplace if team members are not in the game.


Here are three points to consider:

1. Intention. Before beginning the conversation, think about your intention. Think about the direction you want to take and positive language to convey your thoughts. You want to help your team become the best they can be.

2. Self-discipline. You have 100% control over your own positive mental attitude. Lead by example. Many people are ruled by their emotions. Don’t be one of them. When emotions are high, intelligence is low. Look for the good in people.

3. Expectations. How does your ideal employee act and react? How do you think you contribute to current attitudes and behaviours? How big is the gap between “what is” and “what will be”? Of which workplace behaviors would you like to see more, and of which behaviours would you like to see less? How do you plan to communicate expectations to team members?

Help your employees become committed by making small, sustainable improvements, and tremendous operational results will be achieved. The seeds you plant, water, and nurture today promise a rich harvest, as long as you remove the weeds.

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