Music Heds up applications for our Coalition in 2026 are now open. If you really value community accountability and just people that bounce ideas off of, whether you're starting your own business, whether you have a business, whether you're just a leader in an organization and you're struggling with typical people problems. The coalition is all about creating an environment where you can work through these issues with other people that have been there, done that, and are still doing it. It's six months long, it's all virtual. We work it around your schedule. It starts in next August, but we are only opening this up to 10 people. I don't have any trouble admitting this. I am not somebody that likes to do things with massive groups. I like my network to be small, tight, very interactive, mutually problem solving, reciprocal, all those things. So this isn't some kind of big dou douchey mastermind and I don't mind using that term.

If you're right for the coalition, you don't mind it either. Go to artofcoaching.com slash coalition now, even if you're moderately interested, fill out the form. We don't require you to be a millionaire or own some kind of business. We do require you to be somebody that invests in themselves that knows the difference between a cost and an investment and somebody that would actually like to, you know, come up with problems that help other people as well as get your soft. The commitment's pretty minimal folks. We do two Zoom calls a month. If you cannot carve out two hours a month to work through some of your biggest problems, well, not to be rude, but that says something else. So go to Art of Coaching.com slash coalition now. So really excited to announce this. Over the years, I have talked about building out the AOC compound for a very long time. And it will be done as of February 2026. This is something that is hard to put into words. I always want to play more home games and have this event space slash chim slash just different space for other people to come and congregate and be able to have fun work on improving personally and professionally. And so we are back to running our private retreats. What this means is a couple times a year I open my home up. So whether you're somebody that's working on a business or you're working on some other problem, we do either one to two days full on, fully focused on your core issue. I've had people come out and they wanna work on putting together a business proposal, or they wanna work on building an online course, or they wanna work on writing their first book. So we put together a custom schedule for you. It is literally me, you, on my property,

working through these things. We'll work out together, we'll go on hikes together, we'll do meals, or if you don't want to do any of that, you don't have to do any of that. It's a lot of whiteboards. It's a lot of ideas, and it's a lot of application. If this is something you're interested in, email us at artofcoachin.com.

Again, that's info at artofcoaching.com. Welcome to the Art of Coaching podcast. I'm Breb Artholomew and at a young age, poor communication nearly caused me my life. Now I help others navigate the great area of social interaction, power dynamics and communication so they can become more adaptable leaders regardless of their profession, age or situation. This podcast is for everybody who is fascinated

with solving people problems. So if you're in the no nonsense type who appreciates frank conversations, advice you can put to use immediately and learning how others navigate the messy realities of leadership, you're in the right place. I'm glad that you're joining us. Let's dive in. I'm going to I'm David. I'm David. I'm David. I'm David.

I'm David. I'm David. I'm David. I'm David. I'm David. Hey, welcome back to another episode of the podcast. Today, we're going to dive in to how to set expectations appropriately. Now to ground this like we usually do, I have a client that is in the hospitality industry. essentially she said, you know, I'm having an issue where I feel like I have done a good job in the past, really setting expectations for staff. However, in a job where details matter tremendously, there have been so many things falling through the cracks. And it doesn't matter whether it's cleaning, whether it's interacting with guests, whether it's just little standards that we used to uphold with the utmost dignity, the utmost clarity, the utmost attention to detail are falling by the wayside. And so I said, well, one of you done so far, how have you addressed this? And she mentioned that she's had discussions with several of the staff, trying to figure out the root cause, but essentially just kind of losing her mind a little bit. a little bit. Not that's what she's done, that's what she is feeling like she's about to do because she doesn't feel like she can't explain it anymore deeply than she has. So there's a lot that can be said about this. Of course, all of this always transfers to any industry. I have another client that works for a car dealership and they were talking about this as well. But one thing I really want to make clear that may help you is you have to remember when it comes to what it doesn't matter whether you're leading a staff, whether it's contractors, anything like that, you can never assume people get it the first time. And I know you know that. But also don't assume that they remember. Also don't assume that they actually care. Setting expectations is pointless without really resetting expectations. You have to remember it is an ongoing process. And standards inevitably are gonna drift. Even when I had a staff of my own, I've done staff, I've done contractors, and whether it was learning how to reply to emails in an AOC kind of way, whether it was back when I was a strength coach, how to set up the weight room and tear it down. It didn't matter whether it was presenting like our facilitator program. We teach them about whether it's table setup or how to present or how to lead a specific workshop or give a certain talk. Right? You have to think of it as maintenance, ongoing maintenance. It's never one and done. And the other thing is you have to ask yourself, how often have I shown them and and reshown them what good looks like? And this can be the most maddening for my gentleman that works for the auto dealership. He was like, I never thought I'd have to continually show somebody how to detail a car or how to do this or how to do that.

But now that I think about it, I haven't done that in so long. Of course, I understand why it would drift. And so I said, why don't you just schedule a time and this went for the woman in hospitality as well, where you can figure out, you know, you just say, hey, we're going to go over ex again. Whatever Whatever that is, whatever that task is for you, whatever that is for them.

I want to make sure that I'm leading you the best I can.

I want to... you just say, hey, we're gonna go over X again. Whatever that is, whatever that task is for you,

whatever that is for them.

And I wanna make sure that I'm leading you the best I can.

So I wanna, whether it's, I'm gonna show you how to clean the windshields, I'm gonna show you how to set up for a big event, people that have rendered out the hotel. I'm gonna show you how to design a slide. you fill that in and you literally just have a 15 to 30 minute hands on and say,

I want to be better at leading you so I'm going to go back to this standard.

And every time you teach a task, physically show them once again what that looks like, the finish, the angles, the pace, the attention to detail. The point is you have to remove ambiguity. You have to make things visible. And even if you've done it, you gotta do it again.

And again, you have to treat it like running the same drill

over and over in sport.

Now, later on, you might only do this quarterly,

you might do this by monthly.

You might do this.

I would always recommend doing it annually.

It's an ongoing thing.

Even with my associate, Ayumi,

...