Suzanne Lucas Highlights the Pitfalls of Unspoken Workplace Expectations

In a recent LinkedIn post, Suzanne Lucas explores the common workplace pitfall of assuming employees understand unstated rules and expectations, drawing a parallel to a personal experience in the Swiss school system.

Lucas recounts an anecdote involving her son’s third-grade teacher in Switzerland who expected students to have gym shoes, a requirement that had changed from previous grades. This expectation was not communicated through a formal list, leading to confusion for Lucas and another foreign parent.

“You should know that they need gym shoes in third grade.”

The teacher’s rationale was that “academics start in grade three, and so we are serious about gym.” Lucas, however, points out the inherent flaw in this assumption, especially for those unfamiliar with the system.

The ‘Hidden Curriculum’ in the Workplace

Lucas uses this experience to draw a direct parallel to the business world, arguing that many organizations fall into a similar trap with their employees. Leaders often operate with internal logic and unspoken rules that are clear to them and the executive team, but remain opaque to the broader workforce.

As Suzanne Lucas notes, this can lead to employees being unfairly judged or punished for not adhering to rules they were never explicitly taught.

“So often we do this to our employees. We make up rules in our heads, and then we just expect people to know them and punish them for not knowing.”

She elaborates on this by providing examples of vague workplace directives:

• “We don’t need a dress code, we just tell people to ‘dress for your day.'”
• “Don’t sexually harass people,” without clearly defining the boundaries.

According to Suzanne Lucas, the assumption that employees will intuitively grasp these unwritten expectations is a significant oversight.

The Importance of Clarity and Transparency

Lucas advocates for explicit communication as a matter of basic consideration for employees. She emphasizes that just because an expectation is clear to those in leadership doesn’t mean it’s clear to everyone else.

“Just because it’s in your head and very clear to you and the executive team doesn’t mean it will be clear to everyone.”

Her core message is a call for directness and consistency in management practices. Suzanne Lucas argues that leaders must bridge the gap between their internal understanding and the external reality of their employees’ experiences.

In her view, clarity in expectations is not just good management; it is a fundamental kindness.

Say What You Mean, Mean What You Say

The article concludes with Lucas’s succinct advice: “Say what you mean. And follow that up with meaning what you say.” This highlights the dual necessity of clear articulation and consistent enforcement of policies and expectations. By ensuring that guidelines are explicitly communicated and consistently applied, organizations can foster a more equitable and understandable work environment, avoiding the pitfalls illuminated by Lucas’s personal anecdote.