mes from our assumption that the others "should" perform well. We move from frustration to anger when we assume that the reason performance wasn't as we expected was because:

a. They didn't care.
b. They are incompetent.
c. They have their own priorities and agenda

We have all heard the old adage, "Never Assume," but, of course, we do it anyway. We run our lives on assumptions. When we drive to work we assume people on the other side of the road will stay there. We assume the paycheck will come on the expected day. We assume others will do their job or do what they say. We are always assuming. What "Never assume" really means is that we need to be aware of our assumptions and often, test them. This is of great importance to any organization that considers itself a learning organization.

Some assumptions are purely our own, and others are shared. In organizations where customers are truly valued, it is assumed that their needs are seen as important. This assumption comes from a consistently held and communicated expectation from the leadership that customers are the primary focus. It comes from consistently addressing customer needs in a timely and effective manner. In this manner we want to build certain shared assumptions right into the mindset of our organization.

Leaders often become frustrated with others when they don't perform to expectations. Our frustration comes from our assumption that the others "should" perform well. We move from frustration to anger when we assume that the reason performance wasn't as we expected was because:

a. They didn't care.
b. They are incompetent.
c. They have their own priorities and agendas

r job or do what they say. We are always assuming. What "Never assume" really means is that we need to be aware of our assumptions and often, test them. This is of great importance to any organization that considers itself a learning organization.

Some assumptions are purely our own, and others are shared. In organizations where customers are truly valued, it is assumed that their needs are seen as important. This assumption comes from a consistently held and communicated expectation from the leadership that customers are the primary focus. It comes from consistently addressing customer needs in a timely and effective manner. In this manner we want to build certain shared assumptions right into the mindset of our organization.

Leaders often become frustrated with others when they don't perform to expectations. Our frustration comes from our assumption that the others "should" perform well. We move from frustration to anger when we assume that the reason performance wasn't as we expected was because:

a. They didn't care.
b. They are incompetent.
c. They have their own priorities and agenda

r own, and others are shared. In organizations where customers are truly valued, it is assumed that their needs are seen as important. This assumption comes from a consistently held and communicated expectation from the leadership that customers are the primary focus. It comes from consistently addressing customer needs in a timely and effective manner. In this manner we want to build certain shared assumptions right into the mindset of our organization.

Leaders often become frustrated with others when they don't perform to expectations. Our frustration comes from our assumption that the others "should" perform well. We move from frustration to anger when we assume that the reason performance wasn't as we expected was because:

a. They didn't care.
b. They are incompetent.
c. They have their own priorities and agenda

onsistently addressing customer needs in a timely and effective manner. In this manner we want to build certain shared assumptions right into the mindset of our organization.

Leaders often become frustrated with others when they don't perform to expectations. Our frustration comes from our assumption that the others "should" perform well. We move from frustration to anger when we assume that the reason performance wasn't as we expected was because:

a. They didn't care.
b. They are incompetent.
c. They have their own priorities and agenda

mes from our assumption that the others "should" perform well. We move from frustration to anger when we assume that the reason performance wasn't as we expected was because:

a. They didn't care.
b. They are incompetent.
c. They have their own priorities and agendas.
d. They are stubborn.
e. They didn't prepare.
f. They should have known what to do; so they were either lazy or stupid.

These are all blaming assumptions. The real problem with assumptions in organizations is that we do not share them. In other words, I make certain assumptions about you, but I don't tell you about them. For example, I ask you to complete a project by four p.m. You say that it will be done. I have certain assumptions about what "done" means. Are they the same as yours? We need to make sure we agree on what "done" means. Will all signatures be on the document? Will the envelope be addressed and ready to go?

As a leader I may tell my employees to offer great customer service. What does that look like? What do I assume that means? I need to share my assumptions about customer service with examples, specifics, and parameters. You can walk into any retail store or restaurant and tell if a manager has shared his assumptions about service. When I receive poor service I know it is a failure of leadership to provide clear expectations.

How do leaders make their assumptions v