Volume XXIV, Number 12 (Issue 1163) March 16, 2026
“Meets Expectations”
Really? People routinely fail to live up to our expectations. Sometimes, it is their fault as they simply choose not to put in the effort. Other times the problem is the bar we set is too high. But much of the time the fault lies with us because we do not express what we expect or the way we communicate our expectations leaves ample room for interpretation. Then there are the times when we do let others know what is expected of them, but we do not get their buy-in.
Thinking about how this applies in the business world, how often have you received or filled out a performance review where the overall result was “meets” or “exceeds expectations?” Now, let me ask you, did that employee (did you) really meet expectations as outlined in the job description? My sense is that a significant percentage of individuals fail to achieve all that is expected of them; yet they receive a “meets expectations” score. An overly generous grader? Perhaps. Odds are it is not the employee’s fault. After all, how specific are most job descriptions? Frequently, job descriptions are so vague or generic that specific expectations are nowhere to be found. Even when the duties are outlined in detail, does the evaluation contain the same degree of specificity? Another potential gotcha occurs because many managers do not take the time to spell out, let alone take the time to periodically review what they expect from their people.
I mention this because during a recent conversation with the CEO of one of our clients, I listened as they expressed frustration with a group of employees who were not meeting expectations. Yet when I asked if their job descriptions covered those duties, the answer was, “I’m not sure.” The answer was the same when I asked if their manager had made it clear that the employees were expected to perform certain tasks. Or was there an overreliance on the “other tasks as assigned” language that is standard fare in your typical job description?
Believe me, I get it. Creating highly detailed and comprehensive job descriptions requires considerable work whereas generic descriptions are easy – especially when one relies on an AI tool to produce the basic contents. Add to this the hassle of maintaining a complex job description and many may consider it not worth the effort. Nor does the challenge end there. If one is going to create a detailed job description, much of the value is lost when the performance review questions do not correspond.
So, now we are talking about investing a lot of time putting together and maintaining highly specific job descriptions and evaluation forms that match. Experience tells me there is going to be pushback. But inasmuch as most organizations continue to rely on people doing the right things at the right time for the right reasons, it seems to me that leadership, regardless of the level they occupy, would want to do everything they can to get maximum performance from the members of their team. If that means putting in the time to create, discuss, and maintain a detailed job description and then holding their people accountable for their performance, so be it.
There is no denying it is next to impossible for anyone to meet someone else’s expectations when those expectations are unclear or worse, unknown. So, before you get frustrated or complain about someone else’s performance shortcomings, make sure you have done your part to communicate what you do expect. It also helps to get their acknowledgement and buy-in. Bottom line, sustained superior results are about doing what is necessary, not to mention wise, if we are to effectively leverage human capital.
Soli Deo Gloria
“Each of you should use whatever gift you have received to serve others, as faithful stewards of God’s grace in its various forms.” 1 Peter 4:10
J. Keith Hughey
Mobile: (210) 260-0955
E-mail: keith@jkeithhughey.com
Website: www.jkeithhughey.com
Transforming Potential into Unmatched Performance
Copyright 2026 by J. Keith Hughey. All rights reserved. Permission is hereby granted for reproduction and redistribution of this essay as provided under the copyright laws of the United States of America. Recent issues of Musings may be found at www.jkeithhughey.com. Your comments are both welcomed and encouraged.