And then comes work. Holy expectations! But workplace can suck. Big time.

They're often misplaced, misunderstood, misused. And all this "mis" can be dangerous...damaging.

So what do we do about it?

For one: if you get to have some expectations for me, I get to have some for you. I'll tell you what they are plain and simple. And if you don't think it's right for a subordinate to have expectations for a superior, then you are sadly oblivious to the human condition and probably shouldn't be in your position to begin with.

For two: there should be protections around expectations-not-met. If I don't meet yours you can ding me in any number of ways. You can give me a shitty bonus. You can deny a promotion. You can shun me to least-favored status. You can even kick me to the curb. But what do I get when you blatantly fail to meet my expectations? Nothing, nada, zero, zilch...that's what. Nothing. Yes, I can vote with my feet and leave. But that's far more disruptive to me than it is to you.

For finally: just tell me what you want for goodness sake. I am not clairvoyant. All those little unsaid expectations floating around in your head need to get out on the table. Don't let the implied outweigh the explicit. Expectations should not be a like a secret handshake that only those who survive some rigorous pledge-ship get. Write them down. Share them. Do it regularly. Just a good old fashioned sit-down will work. "Here's what I expect of you. Does that make sense? Good. Now what it is it that you expect from me?" The sooner people understand each other's expectations, the sooner they'll go about meeting them...

Or the sooner they'll go about understanding they cannot or do not want to meet them. In which case, they can self-select out and you've now saved everyone a whole lot of nonsense. In fact, I say share your expectations during the recruiting process. Why blindside them after they're already on board? So if you're a recruit, just ask: "can you tell me exactly what you'll expect of me - everything and anything? And how do you go about understanding what it is I might expect of you?"

If they can't answer those questions with some good meat on the bones, then caveat emptor. Caveat emptor, my friend.

Because that's the way they want it and because...

Most (successful) contributors to our bustling economy have figured out that providing a 'customized experience' to their consumers is unadulterated magic-pixie-dust.

The ability to customize a product, solution, or service is hands-down competitive differentiation. I'm betting the very company you work for today has figured out how to do it for its customers and clients.

So can someone please tell me why the hell it is we haven't figured out how to provide a customized experience to our employees? Seriously. WTF? Why don't we afford them the same suite of options? Why can't they personalize their experience?

Most of you will say, "that's crazy, we pay them." And I say, "exactly!" You do pay them. You pay them for their mad skillz. And the good ones can walk down the street and find someone else who will pay them more to do exactly the same...according to Jobvite, 45% of them are ready to do so. And that makes them exactly no less a consumer than your paying customers are.

So start treating them like consumers - discerning ones at that. Figure out a way to let them customize as much of their job - and their experience with your organization - as possible. You do that, and you got yourself some seriously special sauce.

How can HR professionals maximize their company presence to attract top talent?

This is what I told them...

"First, let’s turn the traditional concept of 'top talent' on its ear. It implies talent can be assessed through a common set of filters like performance, experience, and pedigree. It also implies the resulting measure is binary—either they’re top talent or they’re not. And finally, it implies that the assessment process should be entirely employer-driven.

People spend more time assessing which dishwasher they should buy than they do assessing which company they should work for.

Why? Because there isn’t any meaningful data available around what it’s really like to work somewhere. And so time and time again, job-seekers are drawn to misinformed brands—ones that are one-dimensional, contrived, and not particularly insightful. Most brands are built around an image of being a 'Best Place to Work.' Best for whom? I’ve been with a couple of 'Best Places to Work' that certainly weren’t the best for me. Brands should be focused on helping employees make informed decisions around the 'Right Place to Work.'

So how do I maximize my company's presence? In a word: transparency. Share as much as possible around what it’s really like to work there—the good, the bad, and the ugly. Share it in ways that are heartfelt and show your vulnerability as a bunch of imperfect humans. And share it in ways that evoke a profile of the types of people who will be successful, complement your ethos, and contribute to your community . That profile becomes the right talent for your business."

So that's that. Your organization cannot fully represent if only half of it shows up. Stop thinking there's only one story to tell; only one brand to sell. Be confident with who you are and share it as it is. It's not good or bad. It just is. I can create a positive and productive image around any flaw you think your organization has. And, by the way, most organizations have the same flaws. You're willingness to talk about them in an authentic way, however, will set you apart - far apart - from that crowd.

If you'd like to read the published E-Book with some good insight from a number of good HR Pros, you can find it here: http://bit.ly/1M6Yg1p