設定對團隊的期望
By:Robert J. Tamasy
對領袖來說，設定對團隊的期望也是一項很重要但是常被忽略的角色。包括對個人的期望，例如表現生產力和目標設定等，也可能是對團體的期望，包括銷售和獲利到企業使命和價值等等。要傳達期望需要能與團隊溝通，讓他們知道爲什麼這些期望被設定以及如何被完成。
這一點說的簡單，做到難，因為這需要每一個團員彼此接受和承諾，一起努力達成這些期望。領袖覺得好的、值得追求的期望，不代表整個團隊都會同意。
一個經過精心規劃的期望有幾個關鍵要素: 可以清楚被表達、可量化、符合實際、能達成但仍具有挑戰性。
幾年前，我成為CBMC的雜誌編輯，當時這份刊物並不被大部分的會員重視。它的使命不明確，只是份定期出版的期刊。我接下這個工作之後，將它的內容重新定焦，讓它更吸引會員、重新定義它的目標、建立一個確定的出刊時間表，讓讀者能知道何時能在EMAIL裡看見它。我們的團隊重新整合這些期望，把它們匯流到一個相同的方向。這份刊物大大地得到正面的回應，在我們同業中得到傑出獎。
一個團隊如何設定期望，最值得參考的書就是聖經。在舊約裡面，尼西米聽見耶路撒冷聖殿的城牆倒塌的事，他考察城牆毀壞的狀況然後招募了一個重建城牆的團隊。一開始，他就明確表達他的期望：「以後，我對他們說：「我們所遭的難，耶路撒冷怎樣荒涼，城門被火焚燒，你們都看見了。來吧，我們重建耶路撒冷的城牆，免得再受凌辱！」(尼西米記2章17節)
在聖經裡，耶穌基督被證實是最偉大的團隊召集人。一開始，祂就很清楚地建立明確、令人信服的期望: 「耶穌順著加利利的海邊走，看見西門和西門的兄弟安得烈在海裏撒網；他們本是打魚的。 耶穌對他們說：「來跟從我，我要叫你們得人如得魚一樣。 他們就立刻捨了網，跟從了他。耶穌稍往前走，又見西庇太的兒子雅各和雅各的兄弟約翰在船上補網。耶穌隨即招呼他們，他們就把父親西庇太和雇工人留在船上，跟從耶穌去了。」 (馬可福音1章16-20節)
雖然使徒們有家族和職業的負擔，但他們回應耶穌，是因為都感受到一個呼召讓他們想要加入耶穌。同時耶穌沒有美化這個期望，讓它看起來像是一個美夢，耶穌反而說: 「我將這些事告訴你們，是要叫你們在我裏面有平安。在世上，你們有苦難；但你們可以放心，我已經勝了世界。」 (約翰福音16章33節)
即使是耶穌要離世的時候，祂對跟隨祂的人也充滿期望: 「所以，你們要去，使萬民作我的門徒，奉父、子、聖靈的名給他們施洗 ( – 或譯：給他們施洗，歸於父、子、聖靈的名)。 凡我所吩咐你們的，都教訓他們遵守，我就常與你們同在，直到世界的末了。」(馬太福音28章19-20節)祂對我們的期望非常明確，一點也不含糊。
省思 / 討論題目
在你讀到這篇週一嗎哪之前，你是否想過，設定期望也是領袖最重要的角色和工作之一？解釋你的答案。 說一說你曾經爲其他人設定的期望。你自己是否也曾經從上面接受一些對工作表現的期望？你如何做到？ 如果沒有設定期望，或是期望不明確、不切實際、或是令人無法接受的時候，一個團隊會如何?在你的經驗當中，是不是有類似的情況發生？ 你是否同意耶穌是設定和管理期望的最佳典範？如果是，你認為祂用的是什麼方法？我們如何也能做到？註：若你有聖經且想要看有關此主題的其他經文，請看：箴言16章23節、20章15節、22章11節、29章18節；約翰福音6章66節、15章4-8節；腓立比書4章8-9節；提摩太後書2章2節
SETTING THE TEAM”S EXPECTATIONS
By Robert J. Tamasy
An important but often overlooked role of a leader is managing expectations for the team. This can involve individual expectations, such as performance, productivity, and goal-setting. But it also can pertain to organizational expectations, ranging from sales and profitability to corporate mission and values. To convey expectations requires being able to communicate not only what is expected of the team, but also why those expectations have been established and how they are to be achieved.
This is often easier said than done, because it requires “buy-in” by individual team members, a mutual acceptance and commitment in striving to meet those expectations. Just because the leader thinks expectations are good and worthy of pursuing, that does not guarantee the team will agree.
Well-established expectations share several key elements. These include being clearly expressed; measurable; realistic, and within reach, yet challenging.
When I became a magazine editor for CBMC years ago, the publication was not highly regarded by the membership, its mission was unclear, and it was a true “periodical” because it was published only periodically. Once I settled into the job, I resolved to refocus the content of the magazine to make it more appealing to our members, redefine its purpose, and establish a firm schedule for producing the magazine on a consistent basis so readers would know when to expect it in the mail. Our team rallied around these expectations, we began pulling in the same direction, positive response to the magazine grew dramatically, and we were received awards from our peers for excellence.
For models on how to set expectations for a team, there is no better place to look than the Bible. The Old Testament tells about Nehemiah who, after hearing about the walls of Jerusalem being in great disrepair, surveyed the damage and then assembled a reconstruction team. From the start, his expectations were clear: “Then I said to them, “You see the trouble we are in. Jerusalem lies in ruins, and its gates have been burned with fire. Come, let us rebuild the wall of Jerusalem, and we will no longer be in disgrace”” (Nehemiah 2:17).
Jesus Christ, of course, proved to be the greatest team builder of all, and from the start He established clear, compelling expectations: “As Jesus walked beside the Sea of Galilee, he saw Simon and his brother Andrew casting a net into the lake, for they were fishermen. “Come, follow me,” Jesus said, “and I will make you fishers of men.” At once they left their nets and followed him. When he had gone a little farther, he saw James son of Zebedee and his brother John in a boat, preparing their nets. Without delay he called them, and they left their father Zebedee in the boat with the hired men and followed him” (Mark 1:16-20).
Such a response, given the strong family and vocational ties these men had, indicates they all sensed a cause they wanted to join. At the same time, Jesus did not sugarcoat the expectations or make them unrealistic. He was straightforward when he told them, "I have told you these things, so that in me you may have peace. In this world you will have trouble. But take heart! I have overcome the world" (John 16:33).
Even Jesus” parting words were filled with expectations to inspire His followers: “Go therefore and make disciples of all the nations, baptizing them in the name of the Father and the Son and the Holy Spirit, teaching them to observe all that I commanded you; and lo, I am with you always, even to the end of the age" (Matthew 28:19-20). There was no ambiguity in what He expected them to do.
Robert J. Tamasy is vice president of communications for Leaders Legacy, Inc., a non-profit based in Atlanta, Georgia, U.S.A.
Reflection/Discussion Questions
Prior to reading this “Monday Manna,” have you considered the setting and managing of expectations one of a leader”s most important roles? Explain your answer. Describe some expectations you have established for others or expectations given to you that have served to guide the work you perform and how you do it. What can happen to a team when expectations are not expressed, are unclear, are not realistic, or are not readily accepted by members of the team? Have you ever seen this in your own experience? Do you agree that Jesus was a good example for setting and managing expectations for His team? If so, in what ways – and how would you assess His results?If you would like to look at or discuss other portions from the Bible that relate to this topic, consider the following brief sampling of passages: Proverbs 16:23, 20:15, 22:11, 29:18; John 6:66, 15:4-8; Philippians 4:8-9; 2 Timothy 2:2
