You worked really hard to build the detailed plan your manager asked for. You were pushed a lot on this. In the next review, you are asked to focus on some new ideas instead. "Where is the innovation? What happened to the strategy doc?" You leave the call baffled and demotivated. You conclude that your manager does not communicate well. You set up another call to align on expectations; it's a good idea, but not sufficient.

Why Does It Happen?

Once you get this mental model right, you will realize both of you are playing two different games. Remember, it is not your individual responsibility to understand this. However, if you grasp this mental model, it will significantly help you get to the next level.

The Mental Model

1) Wider/Peripheral View

Your manager is likely managing 3-7 people, multiple workstreams and metrics. They are not only responsible for individual metrics but also manage the interdependencies. There are also additional expectations for building a scalable team. These will naturally lead to the need for different actions and hence cause the expectation mismatch.

2) Longer/Timeline View

You are chasing 1-3 month goals, while your manager is planning 6-12 month initiatives. If you are thinking quarterly, they are thinking annually at least. So while you might disregard something that is far off without an immediate payoff, your manager might want your support to build for the long term.

3) Your Manager Has a Manager Too

While your manager would have walked in with a plan for this week, a new fire was thrown their way, a new opportunity for the next 2-3 years horizon might need to be evaluated, or a board member may have raised a pointed question that needs an immediate answer. Your boss needs to absorb this, convert it to action steps, and disseminate it to the team. This might look like unplanned chaos.

What Should I Do?

Instead of asking what I should focus on, ask broader questions: