Here's how you can effectively understand and meet your boss's expectations.

In my experience, it is imperative to learn the art of asking the right questions. Through this, we can learn so much. Ask interesting questions and then listen for the cues of how you can provide value from your unique skills and strengths.

Clarify Expectations: Regularly discuss goals and expectations. Ask for specific examples to ensure clarity. Listen Actively: Pay close attention to feedback. Confirm understanding by summarizing key points and asking questions. Set Clear Goals: Align your goals with team objectives using the SMART criteria (Specific, Measurable, Achievable, Relevant, Time-bound). Seek Feedback: Request regular feedback and use it to make adjustments. Communicate Proactively: Keep your boss updated on your progress and potential issues. Be Reliable: Consistently meet deadlines and deliver on commitments. Adapt to Their Style: Understand and adapt to your boss’s working and communication style.

1. Communicate openly: Have regular discussions with your boss to clarify their expectations, goals, and priorities. Ask questions to ensure you fully understand their requirements. 2. Listen actively: Pay close attention to your boss's feedback, instructions, and preferences. After meetings, summarise main points and ask for confirmation. 3. Align your work with company goals: Understand how your role contributes to the overall success of the organization. 4. Be proactive: Offer solutions and ideas to demonstrate your value. 5. Deliver quality work: Aim for high-quality work that meets or exceeds your boss's standards. Pay attention to detail. Raise any issues at the earliest opportunity.

When you start working always be specific in what your espect for the company, always be open mind to be precise of what you ar going to contribute with the company and always be kind with the people, remember they open their doors to work in the company, be patience and always not use strange word's to work with.

Be careful not to over-egg your capabilities, particularly in areas you are not particularly strong. It is important in “open dialogue” for you to be prepared to share any vulnerabilities that you may need support with. Hiding those could set you up for a fall and an inability to meet your manager’s expectations.

Most organisations will have some form annual evaluation process with objectives integral to that. However, these can be linked to compensation and promotion and often reviewed too infrequently so agree objectives with a regular cadence review. It’s also useful to establish team goals and objectives with regular reviews.

I have found that the one part of the SMART acronym that can be the most tricky is A-Achievable. It is important that there is a mature conversation about this so that you both end up with a shared perspective. Be open about what “conditions” may need to be met for the objective to be ACHIEVABLE - are there key dependencies on other initiatives, people or resources that need to be secured that are out of your direct control or influence and does your manager recognise and accept that and will they commit to help ensure they are dealt with. Also an objective may be achievable in isolation but it has to be set in the context of all the rest of your workload and commitments. Ensure all your accountabilities are all reflected in your objectives

En mi experiencia, es muy importante entrenar tanto a líderes como a colaboradores en cómo se establecen objetivos. 1: El objetivo de hoy es el resultado de mañana. Por tanto no se modifica. Si no se van logrando, se toman decisiones sobre las acciones. 2: Criterios SMART: "crecer // mejorar // ser el gran.." no son formulaciones correctas. Los objetivos han de poder medirse, concretarse en períodos temporales, etc. Demasiados sueños son calificados de "objetivos" y de ahí, la dificultad de conseguirlos. 3: ALINEACIÓN: Es responsabilidad del -de la - líder alinear todos los objetivos: de la empresa en general, y cada departamento // del negocio y de las personas. Cuando los objetivos no están alineados, se producen tensiones.

Ótimo conselho! Definir objetivos SMART (específicos, mensuráveis, alcançáveis, relevantes e com limite de tempo) em conjunto com seu chefe é uma estratégia poderosa para garantir clareza e direção. Esses objetivos fornecem um roteiro claro para suas atividades e metas. Revisar regularmente esses objetivos com seu chefe é essencial para manter o alinhamento e fazer os ajustes necessários. Isso demonstra seu comprometimento com o sucesso e garante que ambos estejam sempre cientes do progresso e das conquistas. Excelente abordagem para alcançar resultados efetivos! 🎯📈

I like to find out what the next level up objectives are. If you know what your boss is being measured on you can make sure you’re aligned and not working counter to it.

One of the best ways to show your initiative and maturity in a demonstratable way is by tracking your goals and wins somewhere your manager can see and contribute to asynchronously. For some teams that's a Notion or Loop database, for others an Excel doc, or even just a well organized OneNote page/journal. But tracking your work throughout the year means you're always ready for a career discussion, and it makes your end of year performance review go so much more smoothly; both for you and them.

Que los y las profesionales PIENSAN es un hecho. Que las empresas y sus líderes deberían empeñarse en estimular el pensamiento, es un objetivo. Mostrar iniciativa se vincula al Diálogo Abierto: ¿está mi jefe preparado/a para que yo haga aportaciones de valor?. Si es así: 1: Diferencia entre "iniciativa" y "ocurrencia". Las ideas son valiosas cuando contribuyen. 2: Acepta, desde el principio, que las ideas -por maravillosas que sean- sufrirán cambios en el proceso de implementación. Exponer una idea es distinto a querer imponerla. 3: Despréndete del sentido de propiedad de la idea. Compártela con generosidad, es una contribución. 4: Que no se admita, ahora, no debe frustrarte. Sigue aportando.

Excelente ponto! Demonstrar iniciativa é fundamental para atender e até superar as expectativas do seu chefe. Assumir desafios de bom grado e procurar oportunidades para melhorar processos ou resolver problemas de forma proativa destaca seu comprometimento com o sucesso da equipe. Essa atitude mostra que você está investido no crescimento da organização e disposto a ir além do esperado. Isso certamente o posiciona como um membro confiável e com visão de futuro dentro da equipe. Parabéns pela abordagem inspiradora! 💡🚀

Yes, “initiative” is extremely valuable if you’re trying to grow your career and get recognized. Of course, initiative takes confidence and a willingness to step out of your comfort zone. Once you make the effort it, will come more easily in the future!

Taking initiative is a powerful way to meet and exceed your boss's expectations. By willingly taking on challenges and seeking opportunities to improve processes or solve problems before they're brought to your attention, you demonstrate your investment in the team's success. This proactive approach positions you as a reliable and forward-thinking member of the organization, showing your boss that you are dedicated and capable of going the extra mile.

Getting constant feedback from your manager is the only way to really know if you are meeting their expectations. Even if you think you are doing really well, make sure to validate it! constantly! (not just when there is a performance review ;) )

Seeking feedback can be a way one can show initiative that they are open to improving at their current role or also an opportunity to be mentored in certain scenarios. It shows an eagerness to learn and to be able to handle constructive criticism in your career development. Doing so can also help establish dialogue with your boss.

De nuevo el rol del -de la- líder es la clave. Para pedir con alegría una retroalimentación positiva, el-la colaborador/a ha de saber que se le va a dar. Una retroalimentación positiva es: 1: Un feed-back basado en hechos, no en opiniones y mucho menos en juicios personales. 2: Una foto del pasado proyectada hacia el futuro, bien para mejorar, bien para continuar, incluso para dar pasos en avance. Nunca es un examen ni una petición de responsabilidad. 3: Requiere una auténtica rendición de cuentas, en la que el líder se comporta como un-a mentor-a. 4: Es un proceso. ¿de qué sirve un feedback aislado, descontextualizado? Tiene agenda, sistema, y es iterativo. 5: Ambos, líder y colaborador/a, salen reforzados de un buen feedback

Ótimo conselho! Buscar feedback ativamente é crucial para o desenvolvimento profissional e para atender às expectativas do seu chefe de forma eficaz. Solicitar check-ins regulares demonstra seu compromisso com o crescimento e melhoria contínuos. Estar aberto a críticas construtivas e usar esse feedback para ajustar sua abordagem é fundamental para aprimorar seu desempenho. Além de identificar áreas de melhoria, o feedback também reconhece o que está funcionando bem, reforçando práticas positivas. Uma estratégia valiosa para quem busca se destacar no ambiente de trabalho! 🌟👂

Feedback is usually optimised when it’s reciprocal so offer your boss feedback, I don’t think you should just offer it in the assumption it’s wanted, that will just be interpreted as advice and that won’t work.

As with any professional environment it is important to know your audience and the work style of the organization, as well as your direct manager. You’re an extension of the manager’s role and responsibility so you want to ensure your deliverables are aligned. Of course, this is what makes a great team and we should all be so lucky to have that type of synergy with our managers and teams.

La técnica de Sincronización es fundamental en una comunicación efectiva. Lo entendemos bien en el caso obvio de un idioma, pero es igualmente necesaria en otros aspectos: 1: ¿cómo reacciona la persona a palabras como "problema o reto"? Según se presente el tema, así será recibido. 2: El canal es importante y hay que saber usar cada canal de forma correcta. Los hay que se usan para abrir conversación; otros para desarrollarla. 3: ¿Cuánto impacto tienen las aportaciones en público o privado? Hay personas que se sienten "cuestionadas o desautorizadas" según dónde y con quién se les da cierta información. Los jefes tienen inseguridades, es bueno entender esto. 4: ¿Cómo comunica? Es visual? Mejor datos..?

If you’re the type of organisation that values proven psychometrics, then an understanding of your boss’s personality type is very useful! In DISC behavioural assessment the “D” type boss appreciates conciseness, directness and not too much deference. The” I” type is tends towards extroversion, values warmth, expressiveness and recognition. “S” type are usually risk averse, prefer predictability over ambiguity and like to do things through consensus. “C” types do like accuracy, completeness and structure, usually very difficult to fool as they pay attention to the details. Even if your org doesn’t actually have your team complete a formal assessment you can still make some pretty accurate guesses at people personality type!

Every boss has a unique communication and management style. Pay attention to their preferred methods of communication—whether through emails, face-to-face meetings, or brief updates—and adapt accordingly. Additionally, observe how they manage tasks and interact with the team. Mirroring their style can help build a stronger rapport and ensure you're delivering work in a way that aligns with their preferences, fostering a more harmonious and productive working relationship.

Every person has a different style. Same goes for a boss. Styles in terms of communication, thinking, execution. Understanding this and molding your approach at work accordingly helps a lot. Especially in small teams.

It’s not actually a given that your boss really understands what the organisational strategy is. So ask for clarity and if they’re not sure ask how you both could find out.

A maior prioridade que você deve alinhar com seu chefe para distensionar eventuais atritos com ele, é procurar de forma permanente conhecer, entender e desempenhar o papel que a sua empresa e também no entendimento do seu chefe você deve desempenhar. Mais de 80% do estresse entre chefes e subordinados é a falta de sintonia neste quesito. Um desempenha o papel do seu jeito e o outro do jeito dele. Resultado, não há sintonia e nem alinhamento nos objetivos, provocando um desajuste no relacionamento profissional, podendo levar a uma ruptura. Não há somente chefe xarope, há também subordinado xarope. E o que as empresas precisam é de ambos desempenhando papeis que lhe são confiados para produzir os resultados desejados pelos investidores.

Ensure that your work priorities align with those of your boss. Understand the company's strategic goals and how your boss's objectives fit into that framework. By prioritizing tasks that contribute directly to these goals, you demonstrate an understanding of the bigger picture and ensure that your efforts are focused on what's most important to your boss and the organization. This alignment shows that you are not only attentive but also strategically minded and committed to the organization's success.

Here's a perspective to consider for a deeper connection: Become a solutions navigator, not just a task completer. Anticipate challenges your boss might face and proactively present well-researched solutions. This showcases initiative and strategic thinking. Embrace informed transparency. Keep your boss informed about potential roadblocks or delays early with suggested solutions. Actively seek out opportunities to learn your boss's blind spots. This could be a specific industry trend or a new technology. By upskilling in these areas, you become a valuable asset with a broader perspective. By fostering strategic trust, you move beyond simply meeting expectations. You become a trusted advisor.

It’s a cliche but it’s a good cliche. Work hard and be a team player, now, more than ever, a collegiate culture that values collaboration will out perform other cultures. Find out what your colleagues care about by asking questions and listening. Most people value that and it creates the above culture. Another good cliche inbound. Seek out and promote diversity in all its forms!

Learn to interpret their dreams and visions. Know what is in their heart by studying their focus. What do they hammer on during meetings and private conversations? What are their most dominant expectations for people you know who are close to them? What someone talks about the most is a pointer to what occupies their mind. Very soon, you'll offered a seat at the table because you would have earned it.

Understanding and meeting expectations of the boss is a bit tricky in corporate world. Leaving personal priorities, bias and non-functional subjects out of this study, opening up the dialogue is the beginning. Check for the level of expectations and goals which are expected to be achieved through you. Set the priorities on mutual agreement and ensure that boss provides meaningful feedback on regular intervals. Find your interest as well and align the same with expectations of the boss to ensure that both can clearly see "what is in for me". Be proactive and ready for the challenging assignments.

Your boss has a lot going on and little time to deal with problems, especially if they involve only your area. Take problems with solutions to your boss, not just problems.