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…reputation, combined with experiences that support it, propels trust. If, however, you fail to meet the expectations set by your reputation, you introduce dissonance into a relationship.

Winning today requires surpassing expectations because great companies don’t just fulfill contracts; they exceed them. They outbehave the competition.

Once you accept that you are a human being and you’re not going to be perfect or set that expectations for yourself, things get a whole lot easier.

…the thing that really matters is that you do what your company expects you to do.

Retention and customer service both improve when employees have clear expectations, have an opportunity to do what they do best and feel like someone cares about them.

…a manager must be able to do four activities extremely well: select a person, set expectations, motivate the person and develop them.

…if you expect the best from people, then more often than not, the best is what you get.

…data suggest that employees in today’s workforce expect their managers to coach them – primarily based on their strengths.

…using traditional performance management systems… leads to unclear and misaligned expectations, ineffective and infrequent feedback, and unfair or missing evaluation practices.

To make general performance measures relevant to each employee, managers should individualize expectations and development.