Does this sound familiar?

  • I sometimes don’t know what is expected of me by my supervisor or my co-workers.
  • I struggle to have my staff understand what is expected of them.
  • I sometimes get into trouble for things I didn’t know were expected.
  • Sometimes my co-workers are annoyed with me for something I didn’t even know about.

If this sounds familiar, this book can help explain workplace expectations.

Get this book for you or your team!
 

Does this sound familiar?

  • I sometimes don’t know what is expected of me by my supervisor or my co-workers.
  • I struggle to have my staff understand what is expected of them.
  • I sometimes get into trouble for things I didn’t know were expected.
  • Sometimes my co-workers are annoyed with me for something I didn’t even know about.

If this sounds familiar, this book can help explain workplace expectations.

Get this book for you or your team!

Join Our Newsletter

  • This field is for validation purposes and should be left unchanged.

Does this sound familiar?

  • I sometimes don’t know what is expected of me by my supervisor or my co-workers.
  • I struggle to have my staff understand what is expected of them.
  • I sometimes get into trouble for things I didn’t know were expected.
  • Sometimes my co-workers are annoyed with me for something I didn’t even know about.

If this sounds familiar, this book can help explain workplace expectations.


Get this book for you or your team!

Join Our Newsletter

  • This field is for validation purposes and should be left unchanged.
 

Understanding workplace expectations

Workplace expectations are the unspoken expectations that supervisors and coworkers have of you. (These expectations are entirely separate from the technical duties of your job.) The frustrating truth is workplace expectations are elusive and often go unexpressed. Why? Because most employers assume that employees already understand these desires.

Unfortunately, most people learn workplace expectations the hard way: through correction, trial and error. Some individuals have missed out on new opportunities, even lost jobs because they were unaware of the basic things that were required of them.

Every type of organization has expectations rooted deep in the organization’s culture. If you have ever exclaimed, ‘Well, how am I supposed to know that was expected?’ then you may have unearthed a workplace expectation – expectations you’re supposed to know.

Get the
Career Edge
You’ve Always Wanted

Create a
Highly Functioning
Workforce

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Training
Beyond The Book

Understanding workplace expectations

Workplace expectations are the unspoken expectations that supervisors and coworkers have of you. (These expectations are entirely separate from the technical duties of your job.) The frustrating truth is workplace expectations are elusive and often go unexpressed. Why? Because most employers assume that employees already understand these desires.

Unfortunately, most people learn workplace expectations the hard way: through correction, trial and error. Some individuals have missed out on new opportunities, even lost jobs because they were unaware of the basic things that were required of them.

Every type of organization has expectations rooted deep in the organization’s culture. If you have ever exclaimed, ‘Well, how am I supposed to know that was expected?’ then you may have unearthed a workplace expectation – expectations you’re supposed to know.


Get the
Career Edge
You’ve Always Wanted

Create a
Highly Functioning
Workforce

Get Advanced
Training
Beyond the Book

Understanding workplace expectations

Workplace expectations are the unspoken expectations that supervisors and coworkers have of you. (These expectations are entirely separate from the technical duties of your job.) The frustrating truth is workplace expectations are elusive and often go unexpressed. Why? Because most employers assume that employees already understand these desires.

Unfortunately, most people learn workplace expectations the hard way: through correction, trial and error. Some individuals have missed out on new opportunities, even lost jobs because they were unaware of the basic things that were required of them.

Every type of organization has expectations rooted deep in the organization’s culture. If you have ever exclaimed, ‘Well, how am I supposed to know that was expected?’ then you may have unearthed a workplace expectation – expectations you’re supposed to know.


Get the
Career Edge
You’ve Always Wanted

Create a
Highly Functioning
Workforce

Get Advanced
Training
Beyond the Book

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Cool Headline

Oh, ow! But you are dressed as one… Listen. Strange women lying in ponds distributing swords is no basis for a system of government. Supreme executive power derives from a mandate from the masses, not from some farcical aquatic ceremony.

Look, my liege! Oh! Come and see the violence inherent in the system! Help, help, I’m being repressed! Well, we did do the nose. You don’t frighten us, English pig-dogs! Go and boil your bottoms, sons of a silly person! I blow my nose at you, so-called Ah-thoor Keeng, you and all your silly English K-n-n-n-n-n-n-n-niggits!


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What People Say

Where’d you get the coconuts? Camelot! Look, my liege! Bloody Peasant! A newt? Well, how’d you become king, then? Burn her anyway!

 



Thisis Myname

Oh! Come and see the violence inherent in the system! Help, help, I’m being repressed! You can’t expect to wield supreme power just ’cause some watery tart threw a sword at you! Well, I didn’t vote for you.


 
 

Myname Isthis

Oh! Come and see the violence inherent in the system! Help, help, I’m being repressed! You can’t expect to wield supreme power just ’cause some watery tart threw a sword at you! Well, I didn’t vote for you.




 
 



Thisisa Newname

Oh! Come and see the violence inherent in the system! Help, help, I’m being repressed! You can’t expect to wield supreme power just ’cause some watery tart threw a sword at you! Well, I didn’t vote for you.


 
 

Alsothis Isaname

Oh! Come and see the violence inherent in the system! Help, help, I’m being repressed! You can’t expect to wield supreme power just ’cause some watery tart threw a sword at you! Well, I didn’t vote for you.




 
  • Oh! Come and see the violence inherent in the system! Help, help, I’m being repressed! You can’t expect to wield supreme power just ’cause some watery tart threw a sword at you! Well, I didn’t vote for you.    — Mr. WordPress

  • It was the most amazing WordPress theme I had ever seen. Such beauty. Such grace. Such elegance. She was everything I never knew I wanted and so much more. My beloved X will be with me always.    — Mr. Man

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The coconut’s tropical! Bring her forward! Well, I got better. I don’t want to talk to you no more, you empty-headed animal food trough water! I fart in your general direction! Your mother was a hamster and your father smelt of elderberries! Now leave before I am forced to taunt you a second time!

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A Quick Look Into The Book

You don’t vote for kings. Ah, now we see the violence inherent in the system! Found them? In Mercia?! The coconut’s tropical! Bring her forward! Well, I got better. I don’t want to talk to you no more, you empty-headed animal food trough water! I fart in your general direction! Your mother was a hamster and your father smelt of elderberries! Now leave before I am forced to taunt you a second time!

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    Knights, I bid you welcome to your new home.

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Richard Brodeur

Richard Brodeur is a life-long entrepreneur who has a solid track record for fostering successful businesses. He built and developed Celco Software where he established a reputation as an industry leader in internet café management software. The company’s innovative product drew international attention and was eventually sold to Swedish investors in 2006. Richard was also instrumental in the industrial automation and electrical engineering company Celco Controls Ltd. He was Celco Controls’ CEO until early 2011 and continues to serve on its Board today.

Richard owns and operates Process to Excellence where he practices as a professional advisor and keynote speaker to a wide range of industries. His experience shows that strategic execution is the foremost factor that determines business success. As a result, Process to Excellence specializes in process, procedure, and systems improvement. His keynote address, “Quantum Leap Your Life,” inspires audiences to breakthrough to the next level of performance personally and professionally. Most recently, Richard decided to limit his consulting engagements so he could fully engage in his most recent venture as President and CEO of the manufacturing company Accurate Dorwin.

Richard is a recipient of the Early Achievement Award from the Association of Professional Engineers and Geoscientists of Manitoba. He is also a Certified Management Consultant and a Certified Management Accountant. He lives with his wife and two sons in Winnipeg, Manitoba.


Wade Miller

Wade Miller is the President and CEO of the Winnipeg Blue Bombers who has proven himself a gutsy leader who found success through sheer determination, creativity, and teamwork. His extensive entrepreneurial achievements include Pinnacle (Manitoba’s largest recruitment firm since 2002), Elite Performance Training Centre, Elite Sports Injury Centres, and Booster Juice franchises.

Wade is a highly sought-after keynote speakers best known for his lively approach to delivering valuable, timely information that creates a positive impact on business and life. In 2007, he was recognized nationally as one of Canada’s Top 40 under 40, and in 2009 he was named a Prairie finalist for Ernst and Young’s Entrepreneur Award for his work at Pinnacle.

In his early days as a Winnipeg Blue Bomber, he outperformed his competition, endured through 11 Canadian Football League seasons, achieved Special Teams and All Star honours, and ended his career as an inductee into the Blue Bomber Hall of Fame in 2011. Together, Wade’s achievements define his commitment to developing organizations and people dedicated to excellence, growth, and success. His accomplishments are the direct result of hard work, team empowerment, innovation, and his principle belief that “great people create great organizations.”


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