John Gardner Secretary of Health Education and Welfare 19651968 CTM Set expectations is the first step in CTM Expectations let subordinates know what is required of them so they have every chance of doing the task correctly ID: 1028338
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1. Expectations “Leaders and teachers share a trade secret– that when they expect high performance of their charges, they increase the likelihood of high performance.”-John Gardner, Secretary of Health, Education, and Welfare, 1965-1968
2. CTM“Set expectations” is the first step in CTMExpectations let subordinates know what is required of them so they have every chance of doing the task correctlyLeaders have an obligation to state expectationsExpectations articulate the positional relationship between the senior and the subordinateHelp reduce “fear of the unknown” and the stress associated with it
3. Relationships“The cause of almost all relationship difficulties is rooted in conflicting or ambiguous expectations around roles and goals.”Stephen Covey, The Seven Habits of Highly Effective People, 194
4. Implicit“Many expectations are implicit. They haven’t been explicitly stated or announced but people nevertheless bring them into a particular situation… Although these expectations have not been discussed, or sometimes even recognized by the person who has them, fulfilling them makes great deposits in the relationship and violating them makes withdrawals.”Stephen Covey, The Seven Habits of Highly Effective People, 195
5. Explicit“We create many negative situations by simply assuming that our expectations are self-evident and that they are clearly understood and shared by other people…. The deposit is to make the expectations clear and explicit in the beginning. This takes a real investment of time and effort upfront, but it saves great amounts of time and effort down the road.”Stephen Covey, The Seven Habits of Highly Effective People, 194
6. Courage“Clarifying expectations sometimes takes a great deal of courage. It seems easier to act as though differences don’t exist and to hope things will work out than it is to face the differences and work together to arrive at a mutually agreeable set of expectations.”Stephen Covey, The Seven Habits of Highly Effective People, 194
7. Five ElementsDesired ResultsFocus on what, not howGuidelinesParameters within which the individual should operateResourcesHuman, financial, technical, or organizational resources the individual can draw onAccountabilityStandards of performance used in evaluation and procedures for evaluatingConsequencesWhat will happen, good or bad, as the result of the evaluationStephen Covey, The Seven Habits of Highly Effective People, 174
8. Win/WinFollowing the five elements gives agreements “a life of their own.”“A clear mutual understanding and agreement up front in these areas creates a standard against which people can measure their own success.”In a high trust culture with clearly established expectations, the leader can “get out of the way” and assume a role to “be a source of help and to receive [subordinates’] accountability reports.”Stephen Covey, The Seven Habits of Highly Effective People, 224
9. ExerciseGroup 1: TACsWhat TACs expect from ACs/StaffWhat TACs expect from CommandantWhat TACs expect from cadet chain of commandWhat TACs expect from cadets in generalGroup 2: ACs/Directors and Chief of StaffWhat ACs/Directors expect from TACsWhat ACs/Directors expect from CommandantWhat ACs/Directors expect from cadet chain of commandWhat ACs/Directors expect from cadets in generalEach group records on butcher paper and briefs to all