Setting Clear Expectations for Delegated Tasks

The Cost of Miscommunication: How to Set Clear Expectations with VAs Miscommunication with VAs isn’t just frustrating – it’s costly. You think you’ve clearly outlined the task. They think they understand it. But somewhere along the way, the message gets lost. The result? Missed deadlines, inconsistent work quality, and endless follow-up messages. At HelpFlow, we’ve learned that the root of these issues often boils down to unclear expectations. Here’s the 3-Step Framework we use to prevent miscommunication and set VAs up for success: 1. Define the Desired Outcome – Not Just the Task Most instructions focus on the ‘what’ – the specific task to be done. Instead, start with the end goal. What does success look like? Task-Only Approach: “Update the CRM.” Outcome-Based Approach: “Move all leads from the last 30 days into the ‘Contacted’ stage. Highlight any with a follow-up date in the next week so the sales team can prioritize outreach.” Why? When VAs understand the desired outcome, they can make decisions aligned with that goal – without constant clarification. 2. Break It Down Into Actionable Steps Avoid vague instructions like “Clean up the report.” Instead, outline clear, actionable steps that leave no room for interpretation: Step 1: Download the Q1 report from [specific location]. Step 2: Cross-check revenue figures against the CRM data. Step 3: Highlight discrepancies in red and summarize them in the ‘Notes’ section. Pro Tip: Use bullet points or numbered lists to structure the task. This way, VAs can easily follow along and tick off completed steps. 3. Anticipate Potential Roadblocks VAs may hesitate to ask questions, especially when working remotely. Reduce friction by preemptively answering common questions: If data is missing: “If you can’t find specific data, check the email archive under ‘Q1 2025 Reports’ or contact [specific person].” If they’re unsure about formatting: “Use the ‘Monthly Report Template’ located in the shared Google Drive.” If deadlines shift: “If the report isn’t ready by the deadline, notify the team in Slack and update the CRM status to ‘Pending.’” Framework in Action: Here’s how we implement this at HelpFlow: - We use our AI Interviewer to capture the ‘why’ behind each task, not just the ‘what.’ - Our Task Brief Templates convert vague instructions into clear, step-by-step processes that align with the desired outcome. - VAs have instant access to a knowledge base that addresses common questions, reducing back-and-forth and keeping work moving forward. What’s one task you delegated recently that didn’t go as planned? Share it below, and let’s break it down using this framework.

If you want to become a better manager overnight,  I would teach you this one skill: Setting Clear Expectations Why?  It is the single highest leverage activity you can do.  And nearly everyone leading a team does it poorly.  Or not at all. 📌 If you're the Manager: Setting expectations is your number 1 job. Your team will never meet your secret expectations.  Despite their effort, they're always falling short. The vicious cycle builds massive frustration. 💡 The Solution: Make Expectations Explicit - Agree on the What & When (SMART goals or OKRs work) - Agree on How (process, tech, budget, culture all matter) - Agree on KPIs or Metrics (how you'll measure results) Have them send you an email summarizing. Two more tips for managers: ✅ Co-author - Give them the pen on the first draft. - They're more likely to stick to the script they wrote. - You'll also learn how they see their role and can coach better. ✅ Consistency - Expectations are imperfect, so give feedback. - Agree upfront on how and when this will happen. - Use your 1:1 check-ins to review expectation monthly. ----- 📌 If you're the Employee: Why try and guess what your boss wants you to do? If the expectations map above makes sense... 💡 Write them down yourself. - If you're right, you have a written contract.  - If you're wrong, you gain clarity when they fix them. Either way, you gain clarity on how to win. Two more tips for employees: ✅ Synthesize - Focus on the big picture, not every detail - You create more value if you can connect the dots ✅ Empathize - Your manager will not have every answer - You can help them by surfacing the right questions ----- I've seen plenty of employees "win the second half."  But to win, you must understand the game's rules. And clear expectations create the scoreboard. Want my template to set clear employee expectations? Join 45,000 leaders getting my free newsletter: https://lnkd.in/eCvpr7RY And before you go... - Please repost ♻️ if you think this is a better way to work - Follow me at Dave Kline for more practical leadership posts

Fred Kofman, author of Conscious Business, has a model for what he calls “clear commitments.” It is my favorite framework for delegating that I’ve ever been trained on. Delegating well requires stating a goal, clarifying expectations about what “good” looks like in areas you care about (e.g., cost, quality, timeline), getting a commitment from the employee, checking in, and holding the employee accountable. The key to exceptional management is to get great at defining the “what” not controlling the "how". As a leader, you need to know how to create alignment, how to clarify what you expect, and how to communicate all of it. The model of "clear commitments" makes that easier. New managers are often afraid that if they set a goal, someone will ignore something important in the process of accomplishing it (ignore quality, ignore cost, etc). That has to be part of defining the “what,” which Fred’s model does a great job of clarifying. You don’t have a commitment if both parties don’t agree to the definition of what good or “done” looks like. One thing I often do as a manager is define the “what” as best as I can upfront, but I also set a check-in point so I can make sure that we’re still aligned. Setting a timeline for a check-in might sound like, “I want us to ship this feature in 2 months. Here are the things I care about. Can you scope what you think needs to be done and come back to me in 2 weeks so we can talk through your approach?” This clarifies that the employee owns the project and you can course-correct if needed. That check in is very different from checking their code every day, asking to see call transcripts, or demanding a detailed weekly list of everything they accomplished. AND it FEELS very different to the person who owns the project. They feel supported and aligned, not mistrusted. You can also state what’s important to you in broad strokes so your employees can watch out for it. I’ll often say, “Let’s deliver this project by this date, and here are two things I want you to keep an eye on. First, I want to manage the cost of XYZ. Second, I’m worried that we’re going to hurt this other product line or initiative, so let’s think about how to prevent that.” The more senior your employees are, the more fuzzy your “what’s” can and should be. Part of being senior is the ability to bring granularity to broad goals, to have judgment about what “good” looks like, and to know when to ask for more clarity. For you as a leader, it’s about ensuring that you have alignment with them instead of demanding that they do it your way.

Unclear expectations are a project killer When I first started managing projects, I thought everyone would be on the same page. Alignment on roles, responsibilities, timelines, & deliverables Spoiler alert - they weren't. Fast forward 6 months: → A task was delayed because no one owned it → A stakeholder expected something we never agreed to → The team was frustrated by murky priorities It all came back to unclear expectations. Now, every time I kick off a project, I focus on 3 key things: ☝ Define roles & responsibilities Who owns what? Don't assume people know. Spell it out. RACI charts work wonders. ✌ Clarify deliverables & deadlines What are we delivering and when? Be specific. Confirm alignment with your team/stakeholders. 🤟 Overcommunicate early Repeat key details. Document agreements/decisions. Follow-up to ensure understanding. Clarity by setting expectations prevents future problems. It also establishes trust, teamwork, and successful delivery. When everyone knows what's expected, they can execute instead of guess. PS: what's your go-to strategy for setting clear expectations? 🤙

𝗠𝗼𝘀𝘁 𝗱𝗲𝗹𝗲𝗴𝗮𝘁𝗶𝗼𝗻 𝗺𝗶𝘀𝘁𝗮𝗸𝗲𝘀 𝗱𝗼𝗻’𝘁 𝘀𝘁𝗮𝗿𝘁 𝘄𝗶𝘁𝗵 𝗯𝗮𝗱 𝗶𝗻𝘁𝗲𝗻𝘁. 𝗧𝗵𝗲𝘆 𝘀𝘁𝗮𝗿𝘁 𝘄𝗶𝘁𝗵 𝗶𝗻𝘃𝗶𝘀𝗶𝗯𝗹𝗲 𝗮𝘀𝘀𝘂𝗺𝗽𝘁𝗶𝗼𝗻𝘀. “I thought they understood…” “I didn’t want to burden them…” “I assumed they knew how to do it…” As an executive coach working with senior leaders across industries, I see this pattern every single week. 👉 Delegation is not about dumping. 👉 It’s not about detailing every step. 👉 And it’s definitely not about doing it yourself because “no one else gets it.” 𝗜𝘁'𝘀 𝗮𝗯𝗼𝘂𝘁 𝘀𝗼𝗺𝗲𝘁𝗵𝗶𝗻𝗴 𝗱𝗲𝗲𝗽𝗲𝗿: Transferring clarity, confidence, and responsibility. Here’s how I explain it in my D.N.A. of Influence™ coaching framework: 🔍 𝗪𝗵𝗮𝘁 𝗺𝗼𝘀𝘁 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗴𝗲𝘁 𝘄𝗿𝗼𝗻𝗴: They assume instructions are clear without confirmation. They delegate without verifying if the person has the skills. They hold back critical tasks because they don’t trust outcomes. They either micromanage every small detail or completely disappear. They skip check-ins, then panic when the final outcome is off track. 𝗧𝗵𝗲 𝗿𝗲𝘀𝘂𝗹𝘁? 🟥 Overload. 🟥 Disengaged team. 🟥 Loss of credibility. 🟥 Bottlenecks in execution. ✅ What high-trust leaders do instead: Confirm understanding every single time – even if it feels redundant. Match tasks to team members' strengths and verify their readiness. Provide autonomy, but don’t disappear—stay available. Share high-stakes projects, not just routine admin. Follow up consistently, not just when things break. 𝗧𝗵𝗶𝘀 𝗶𝘀 𝘄𝗵𝗮𝘁 𝗿𝗲𝗮𝗹 𝗱𝗲𝗹𝗲𝗴𝗮𝘁𝗶𝗼𝗻 𝗹𝗼𝗼𝗸𝘀 𝗹𝗶𝗸𝗲: A conscious act of empowerment with accountability. In my coaching sessions, we go deeper into: ✅ Need Alignment – What drives the person you’re delegating to? ✅ Influence without Control – How to empower without micromanaging. ✅ Language of Trust – What to say (and what not to say) when handing over responsibility. ✅ Feedback Loops – How to course-correct without demoralizing. 🎯 If you’re a senior leader tired of doing everything yourself… …Or if you’ve delegated and still ended up doing the heavy lifting… 𝗦𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗺𝘆 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿 𝗮𝗻𝗱 𝗴𝗲𝘁 𝗺𝘆 𝗗𝗡𝗔 𝗼𝗳 𝗜𝗻𝗳𝗹𝘂𝗲𝗻𝗰𝗲™ 𝗳𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸 𝗳𝗿𝗲𝗲. You’ll learn the same tools I’ve used to help executives: ✔ Build trust with their teams ✔ Free up hours every week ✔ And finally lead at the level they’re paid for. Let’s make leadership lighter—and more effective. #Influence #peakimpactmentorship  #DNAofInfluence #leadership

How to Delegate like a CEO (Not a Control Freak) If you're the only one who can "do it right," You're not a high performer. You're a bottleneck. Here's how real leaders delegate: 1. Define what success looks like before handing it off. ↳ Don't delegate tasks. Delegate outcomes. 2. Give people the "why," not just the "what." ↳ Context builds better decisions when you're not in the room. 3. Stop editing everyone's work. ↳ If you're constantly rewriting, you're blocking trust and scale. 4. Say what you want, then step back. ↳ Hovering kills confidence. Clarity + space builds leaders. 5. Create feedback loops, not bottlenecks. ↳ Make it easy for people to check in without needing constant approval. 6. Document the process once, delegate it forever. ↳ If you've done it more than twice, write it down and let it go. 7. Treat delegation as leadership development. ↳ Every task you give away is a chance to grow someone on your team. You don't scale by doing more. You scale by letting go. Which one of these is your weak spot? ________________ ♻️ If this hits home, share it with your network. 🔔 Follow Christine Carrillo for more no-fluff leadership insights. 💡 Stuck on delegation? I built a course for that: https://bit.ly/41wb1iA