Moving Goalposts

When expectations are unclear or keep changing

Space to Breathe Therapy | Workplace Wellbeing Collection

Each Cut May Be Deniable. The Cumulative Harm Is Not.

When the target keeps moving

Change is a normal part of working life. Deadlines sometimes need adjusting, priorities change and managers may ask employees to approach a task differently.

One change can usually be explained and managed.

But what happens when the expectations keep changing?

An employee might begin a project with a clear understanding of what is required, only to discover halfway through that the priorities have changed. They adjust their approach, reorganise their workload and continue.

Then another change appears.

Perhaps the deadline has moved forward. Perhaps the standard of work has changed. Perhaps something that was previously described as acceptable is suddenly considered inadequate.

Eventually, the employee may begin feeling that no matter how carefully they work, they are always falling short.

This experience is sometimes described as moving the goalposts.

The concern is not necessarily that an organisation changes direction. It is that expectations become so inconsistent, unclear or unpredictable that employees struggle to understand what successful performance actually looks like.

What moving goalposts can look like at work

Moving goalposts can occur in many different working environments.

For example, an employee may be asked to complete a report by Friday. On Wednesday, the manager introduces additional requirements but expects the original deadline to remain unchanged.

Another employee may receive positive feedback about their performance, only to be told during a later review that they should have been meeting a different standard.

Someone might be encouraged to work independently but subsequently criticised for not seeking approval.

Alternatively, an employee may be instructed to prioritise one task, then questioned about why another task was not completed first.

These situations can be confusing because the person may have followed the original instructions correctly.

When the expectations change afterwards, their work can appear inadequate even though the requirements were different when they began.

Everyday examples

• A project is described as complete, but additional requirements are repeatedly introduced.
• A deadline changes without considering existing workload.
• Performance expectations are revised without being clearly communicated.
• Different managers provide contradictory instructions.
• An employee is criticised for following guidance that was previously approved.
• Someone is repeatedly told that their work is almost good enough, but new conditions continue to appear.
• Priorities change so frequently that employees cannot establish a manageable routine.

Not every example indicates deliberate mistreatment.

There may be genuine operational reasons for changes.

However, repeated inconsistency can still have a significant effect on wellbeing and performance.

Why repeated changes feel different from occasional changes

Most people can adapt to reasonable changes when they understand why they are happening.

Difficulties often arise when changes become frequent, unpredictable or poorly explained.

An employee may begin each task wondering whether the instructions will remain the same.

They might spend additional time checking their work, seeking reassurance or anticipating possible criticism.

Instead of concentrating on the task itself, they may become preoccupied with trying to predict what will be expected next.

This creates an additional cognitive and emotional demand.

Over time, the person may begin feeling that they cannot succeed because the definition of success is constantly changing.

The difficulty is not simply having to adapt. It is being expected to meet requirements that are never consistently established.

How moving goalposts can affect confidence

Confidence often develops through experience.

We learn what is expected, practise our skills, complete tasks and receive feedback that helps us improve.

When expectations repeatedly change, that process becomes less reliable.

An employee may complete work according to the agreed instructions but receive criticism because the requirements have since changed.

They may begin questioning their competence.

Someone who previously felt capable might start doubting their judgement, checking every decision or avoiding responsibility.

They may become reluctant to take initiative because they worry that any independent decision will later be judged against different expectations.

Over time, the person may begin interpreting inconsistent feedback as evidence that they are not good enough.

This can be particularly difficult when their efforts and achievements are not acknowledged.

The impact on psychological safety

Psychological safety involves feeling able to ask questions, raise concerns, contribute ideas and acknowledge uncertainty without unnecessary fear of humiliation or negative consequences.

When workplace expectations are unpredictable, employees may become increasingly cautious.

They might hesitate to ask for clarification because they worry about appearing incapable.

They may avoid discussing workload concerns because they fear being labelled difficult.

Some people stop offering suggestions or taking initiative because they feel safer following instructions as closely as possible.

Others begin requesting approval for every small decision.

Although this behaviour may appear overly cautious, it can develop as a response to inconsistent expectations.

A psychologically safer workplace encourages questions, explains changes and allows employees to discuss whether revised expectations are realistic.

Emotional and physical effects

Repeated uncertainty can contribute to workplace stress.

Employees may experience frustration, anxiety, disappointment or emotional exhaustion.

They might feel constantly on alert for new instructions or unexpected criticism.

Some people begin overworking because they believe that completing more work will prevent further negative feedback.

Others become withdrawn or disengaged because they no longer feel confident that their efforts will be recognised.

Stress can also affect physical wellbeing.

Possible experiences include:

• Muscle tension and headaches.
• Difficulty sleeping or switching off after work.
• Fatigue and reduced energy.
• Difficulty concentrating.
• Feeling overwhelmed by relatively ordinary tasks.
• Increased irritability or emotional sensitivity.

These experiences vary and can have several causes.

They should not automatically be attributed to one workplace issue.

However, persistent uncertainty and excessive demands can contribute to a working environment that feels increasingly difficult to manage.

Neurodivergence and changing expectations

Clear expectations can be especially important for employees who experience differences in attention, communication, executive functioning or information processing.

For some autistic employees, unexpected changes to established plans may create additional uncertainty or require significant cognitive effort.

For some employees with ADHD, rapidly changing priorities can make planning, organisation and task completion more challenging.

An employee may have carefully structured their work around an agreed set of requirements.

When those requirements change unexpectedly, they may need to reorganise their entire approach.

Some neurodivergent employees may also mask their confusion or frustration.

They might appear agreeable and flexible while privately experiencing considerable stress.

These experiences are individual.

Not every neurodivergent employee finds change difficult, and not every person who struggles with changing expectations is neurodivergent.

The important principle is that employees benefit from clear, accessible communication and reasonable opportunities to understand revised instructions.

Disability and reasonable adjustments

Moving goalposts can also affect employees who rely on agreed workplace adjustments.

For example, someone may have an adjustment involving written instructions, predictable deadlines or clearly structured tasks.

If expectations are repeatedly changed without accessible communication, those adjustments may become less effective.

Under the Equality Act 2010, employers in Great Britain may have a duty to make reasonable adjustments for disabled employees where the relevant legal requirements apply.

Possible adjustments might include written confirmation of significant changes, clearer task priorities, revised deadlines or regular structured check-ins.

Adjustments should be based on individual circumstances rather than assumptions about a diagnosis.

Recognising patterns without assuming intention

It can be tempting to assume that repeated changes are being introduced deliberately to make someone's work more difficult.

Sometimes workplace behaviour may be unfair or inappropriate.

However, not every inconsistent instruction reflects harmful intent.

A manager may be receiving changing information from senior leadership.

A project may be affected by genuine operational pressures.

Different departments may have conflicting priorities.

The most constructive starting point is often to identify what has actually happened.

Consider:

What was originally agreed?

What changed?

When was the change communicated?

Was there an explanation?

Did the deadline or workload change accordingly?

Has something similar happened before?

What happened when clarification was requested?

These questions help distinguish isolated changes from recurring patterns.

They also provide a clearer foundation for raising concerns.

Recording facts rather than conclusions

Keeping a factual record can help when expectations repeatedly change.

For example:

Original agreement: Complete a three-section report by Friday.

Change: Two additional sections requested on Thursday.

Deadline: Original Friday deadline remained unchanged.

Impact: Additional work required beyond the planned working time.

Follow-up: Asked whether the deadline could be extended.

This is more useful than simply recording that a manager is deliberately making the work impossible.

A factual record allows the situation to be reviewed without relying on assumptions about intention.

It may also reveal whether changes are concentrated around particular tasks, managers or processes.

How to ask for clearer expectations

Employees may find it helpful to request clarification before beginning a task.

For example:

"Could we confirm what the finished piece of work needs to include and how we'll know it meets the agreed standard?"

If requirements change:

"I understand that the priorities have changed. Could we review the deadline and agree which tasks should now take precedence?"

If work is criticised against new criteria:

"I completed the work according to the original brief. Could we clarify which requirements have changed and whether these should be treated as additional work?"

These conversations are not about refusing reasonable changes.

They are about ensuring that changes are communicated clearly and expectations remain achievable.

The Behaviour – Pattern – Impact – Request approach

A useful framework for discussing recurring difficulties is:

Behaviour: Identify the specific change or action.

Pattern: Explain how often similar situations have occurred.

Impact: Describe the effect on workload, performance, confidence or wellbeing.

Request: Suggest a practical change.

For example:

"Over the last month, the requirements for several tasks have changed after work was already underway. This has made it difficult to manage my workload and understand when tasks are complete. Could we agree the main success criteria at the beginning and confirm significant changes in writing?"

This approach keeps the conversation focused on working arrangements.

It also provides an opportunity for practical problem-solving.

What if the concern has already been raised?

Sometimes employees have already requested clearer expectations, but the pattern continues.

In these circumstances, consider whether the previous conversation resulted in any specific agreement.

Was there a commitment to provide written instructions?

Were priorities clarified?

Was a process agreed for managing changes?

Has the situation improved?

If not, it may be helpful to arrange a follow-up conversation and refer to specific examples.

Depending on the circumstances, employees may also consider speaking with HR, another manager, a trade union representative or occupational health.

The appropriate route will depend on the nature of the concern and the organisation's procedures.

What managers can do differently

Managers have an important role in creating clear and achievable expectations.

A manager may need to change priorities, revise deadlines or request additional work.

However, those changes should be communicated as clearly as possible.

Helpful practices include:

• Agreeing success criteria before work begins.
• Explaining why requirements have changed.
• Confirming important changes in writing.
• Reviewing workload when additional tasks are introduced.
• Distinguishing new requirements from shortcomings in completed work.
• Providing consistent and constructive feedback.
• Recognising work that met the original expectations.
• Encouraging employees to raise concerns about feasibility.

Managers should also consider whether different people are receiving contradictory instructions.

Clear processes can reduce unnecessary confusion and prevent employees from feeling responsible for organisational inconsistencies.

Questions for HR and organisations

Repeatedly changing expectations may indicate wider issues with workload management, communication or organisational culture.

HR professionals and leaders can consider whether:

• Performance standards are clearly communicated.
• Employees understand how their work will be assessed.
• Managers have consistent processes for changing requirements.
• Revised expectations are accompanied by realistic resources.
• Employees can question unclear instructions without fear of criticism.
• Disability-related adjustments remain effective when priorities change.
• Feedback reflects the requirements that were actually agreed.

These questions can help identify opportunities to improve fairness, trust and workplace wellbeing.

A personal reflection

If moving goalposts feels familiar, consider the following questions.

Have expectations changed after you started or completed a task?

Was the change explained clearly?

Did you have an opportunity to discuss the effect on your workload?

Has this happened repeatedly?

How has it affected your confidence or ability to recognise your achievements?

What would help you feel clearer about what is expected?

You may find it useful to identify one manageable next step.

This could involve requesting written instructions, clarifying priorities or discussing how additional requirements affect deadlines.

You do not need to resolve every difficulty at once.

Explore the full downloadable guide

The accompanying Moving Goalposts PDF provides a more detailed resource for employees, managers, HR professionals, supporters and practitioners.

It explores realistic workplace examples, repeated changes in expectations, emotional and physical effects, neurodivergence, disability and reasonable adjustments.

The guide also includes a workplace pattern tracker, practical communication scripts, the Behaviour – Pattern – Impact – Request framework, guidance for managers and HR, and structured reflection activities.

Together, the article and downloadable guide encourage readers to recognise recurring patterns, distinguish facts from assumptions and identify practical steps towards clearer workplace expectations.

A message from Space to Breathe Therapy

Being adaptable is a valuable workplace skill.

But adaptability should not mean being expected to meet standards that were never explained.

You can respond positively to genuine changes while still needing clear instructions, realistic deadlines and fair feedback.

You can ask for clarification without being difficult.

And you can recognise that repeated uncertainty may reflect problems with workplace communication rather than personal inadequacy.

A supportive workplace helps people understand what success looks like.

It acknowledges when requirements change and provides the information, time and resources needed to respond.

People should not have to keep guessing where the finish line is.

Space to Breathe Therapy

Notice the pattern • Listen • Record • Act

This article provides educational workplace wellbeing information and does not replace individual medical, occupational-health, HR or legal advice. For UK workplace support, relevant organisations include ACAS, the Health and Safety Executive and the Equality and Human Rights Commission.

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