Leaders get frustrated when their teams don’t do what is expected.
What caused the team to have a disconnect between what was expected and what happened in reality? Most of the time there is an issue with the leader holding them accountable. The leader doesn’t want to tell the team what to do. Instead they will make suggestions or try to hint around at what should be done instead of coming out and saying what they want. When the team doesn’t seem to get it, then the leader is frustrated.
I will hear questions from leaders like the following examples: “Why do I have to tell them what to do? Why don’t they know how to do this? If I can do it, why can’t they do it?” My response is to ask the leader what they communicated to the team. Although it may seem like the team should know what to do, it may be something new or different and the team needs more direction.
There is no need to hesitate to be more directive when things are off course from where you want them to be.
I am a big proponent of using agreements. Agreements allow both people (or a leader and their team) to agree on what will be done. It can be as simple as, “Can you agree to have the project estimates completed, agreed upon, and sent to me by 5 pm on the 31st? If they agree, then continue with a few followups. “Do you foresee any issues to accomplish it? Is there anything else that you need to complete the estimates? Communicate any issues to me as soon as possible, otherwise I will look forward to seeing the estimates on the 31st.”
If holding people accountable is a struggle for you, then making agreements can help. It allows both the leader and team or individual be clear on what is required so there is no confusion. It will eliminate the frustration from occurring and allow for more open communication for everyone involved.