When (if ever) to Lower Expectations

You may recall that I mentioned in several previous tips that my wife and I have been involved in the fife & drum hobby for over 20 years. I have always found it interesting how both the challenges of skill development as well as the social dynamics in that hobby often mirror what occurs in the workplace.

As an example, our fife & drum group’s supervisor recently picked a challenging list of tunes to learn for an upcoming performance. One tune proved to be exceedingly difficult to learn. At a group practice, I spoke up about my struggles learning the tune. Everyone else remained silent although I knew they too were struggling. The supervisor commented that everyone should know the tune because the group played it many years ago. The problem was that he was referring to members who had retired or died, or who no longer had the dexterity needed to play that tune. Plus, there were far fewer members than just a few years before, so the depth of talent had decreased dramatically over the years.

Ultimately, the tune was withdrawn from our set-list, minutes before the performance. Our supervisor said later he was accommodating me, but added that he wanted to maintain a high standard. I agree with maintaining a high standard, but if most members are unable to meet expectations, you may need to adjust those expectations. Too often, group members remain silent about their struggles, so supervisors need to be attentive enough to observe those struggles and make adjustments if needed.

There is a difference between maintaining a high standard of expectations and having expectations that are unrealistic or unachievable for your current employees. This experience made me wonder if it is ever acceptable to change your expectations. I believe the answer is yes – or at least sometimes.

When should you lower your expectations?

If the expectations were unrealistic from the start: Maybe you set the expectations without fully understanding the resources, timeline, or complexity.

If the role requirements have changed: If the organization’s priorities shifted, or the staff was downsized, but the expectations did not adjust, you may have a problem. Fewer people on a shift (especially if they lack the experience of former long-time employees) are not likely to be able to attain the same results as a larger staff once did without automation or extra help.

If you observe widespread underperformance: If multiple competent employees are struggling—despite effort, training, and feedback, this could indicate a systemic issue, not a people problem.

If you need to make adjustments to avoid burnout and attrition: If expectations are leading to chronic stress, missed deadlines, or turnover, it’s better to scale back and rebuild sustainable momentum.

When should you not lower expectations?

When your expectations are reasonable and clearly defined: If your expectations are achievable (based on benchmarking, past performance, or peer performance), you may need to address hiring, training, or accountability.

When performance issues are isolated: If only one or two employees are falling short while others meet the standard, the issue likely lies with those individuals.

When you risk compromising your organization’s results or workplace culture: Lowering expectations too quickly or too often can set a tone of mediocrity, frustrate high performers, or undermine credibility.

TIP: Address individual underperformance through coaching or training, but while most employees like challenges (and are able to meet challenges), unrealistic or unachievable expectations lead to frustration and low morale. If your competent employees are struggling, reevaluate your expectations.