Log in or create a free Rosenverse account to watch this video.
Log in Create free account100s of community videos are available to free members. Conference talks are generally available to Gold members.
We Need To Talk: Addressing Unmet Expectations (Part 2 of 3)
Summary
Unmet expectations at work can significantly impact team morale and performance. However, addressing these issues without causing defensiveness or tension is a delicate challenge. In this session, Joshua Graves, author of We Need To Talk: A Survival Guide for Tough Conversations, helps shift the focus from blame to problem-solving, equipping you with practical strategies to uncover root causes, frame constructive conversations, and set clear expectations without damaging relationships. Through real-world examples and actionable takeaways, learn how to avoid common pitfalls and drive accountability while maintaining a productive working environment. Tune into this structured and insightful presentation that will help you navigate tough conversations with confidence and turn challenges into opportunities for team growth.
Key Insights
-
•
Unmet expectations largely stem from unclear communication and unspoken assumptions.
-
•
Self-examination and understanding one’s own motivations is critical before addressing others' failures.
-
•
The distinction between being 'nice' and being 'kind' is vital—kindness means addressing hard truths respectfully.
-
•
Situation-Behavior-Impact (or Outcome) is an effective framework to discuss unmet expectations factually.
-
•
Psychological safety is essential before initiating difficult conversations to ensure presence and receptiveness.
-
•
Avoid asking 'why' questions since they trigger defensiveness; prefer 'what' and 'how' to engage logical thinking.
-
•
Documenting expectations and agreements prevents ambiguity and offers a clear frame for accountability.
-
•
Managing unmet expectations differs by role level—early-career staff may need concrete instructions, senior staff require principle-driven guidance.
-
•
Performance Improvement Plans (PIPs) should be last resorts and carefully documented to avoid damage and ambiguity.
-
•
Effective leaders help others align on strategy and vision while trusting them with tactical execution.
Notable Quotes
"We spend all our time in our heads and unintentionally hold others to the same standards without communicating it."
"The difference between being nice and being kind is subtle but core; kindness means telling the hard truth to help."
"If something isn’t going the way it needs to, a little clarity can go a long way."
"Start with inquiry rather than accusation to get to root causes without making others feel attacked."
"Try to observe the situation like a security camera—stick to factual, objective descriptions."
"Avoid 'why' questions because they trigger defensive amygdala responses; use 'what' and 'how' to keep people logical."
"The best solutions come from good questions and sitting with the problem, not rushing to fix."
"When you talk with someone who isn’t meeting expectations, shift from blame to figuring it out together."
"If you’re dealing with someone more senior who won’t engage, appeal to how the problem affects their responsibilities."
"Clarity and cruelty are different things; you want directness without belittling."
Or choose a question:
More Videos
"Agents are literally models using tools in a loop—they respond to themselves and the tools in chat-like conversations."
Peter Van DijckHands on AI #3: Claude Code for UX people
October 22, 2025
"We spend a lot of time measuring every little aspect, but how can we trust that our results show the value of our effort?"
Johnny MichaelsenMeasure Behaviors, Not Results
April 23, 2026
"Systems thinking for enterprise UX is like doing research and design on ourselves, our colleagues, and our work."
Boon Yew ChewMaking Sense of Systems—and Using Systems to Make Sense of the Enterprise
June 6, 2023
"Design sprints are popular because they give us a format; we don’t have to improvise how we’re collaborating."
Jim KalbachJazz Improvisation as a Model for Team Collaboration
June 4, 2019
"Don’t make the spotlight about yourself; give it back to the people doing great work in your organization."
Nick CochranGrowing in Enterprise Design through Making Connections
June 3, 2019
"Facilitation is a skill that takes real practice; it’s about managing personalities, stamina, and knowing when to adapt exercises."
Anne MamaghaniHow Your Organization's Generative Workshops Are Probably Going Wrong and How to Get Them Right
March 28, 2023
"You drew the boundaries wrong, so we pivoted and re-drew the boundaries, and those foundational features became our marquee product launch."
Sarah FlamionComplex Problem? Add Clarity by Combining Research and Systems Thinking
March 31, 2020
"How do they grow and organize their teams to keep up? How do they scale their processes? How do they maximize efficiency and quality?"
Jemma AhmedTheme 2 Intro
January 8, 2024
"Our careers in design that aren’t regularly examined are unlikely to last."
Brendan JarvisIt was the Best of Times. It was the Worst of Times.
September 25, 2024
