Communicating Expectations: A Lesson from a Duct-Taped Sign

I once learned a valuable leadership lesson from something as simple as a paper sign taped haphazardly to a windshield with mismatched duct tape.

In 2005, I joined Coach America in Orlando, Florida, after nearly 15 years at Walt Disney World. Like most leaders starting a new role, I hit the ground running—drinking from a firehose, addressing urgent issues, and trying to drive improvements as quickly as possible.

One early complaint I received was that our buses didn’t display signage for a major convention client, unlike a competitor whose buses featured clear, easy-to-read window signs. I shared the feedback with our team and instructed them to place signs in the windows whenever we served that client. Eventually, we made it standard for all charter trips.

At the time, electronic marquees were rare, and paper signs were commonly used, especially for conventions and charters. Sometimes, the client provided the wording; in this case, the client informed our sales team of the desired wording, and we were to include it in the dispatch notes.

I assumed it was a simple ask. The sales team acknowledged the request and promised to include it in the move details. The operations team nodded and agreed. Everyone was on board.

Or so I thought.

The Power of “Inspect What You Expect”

One leadership lesson I carried from my time at Disney was: inspect what you expect. On the morning of the service, I stopped by the office and then headed out to the yard before starting my day.

The shuttle was operating a split shift, and the morning run had already concluded. The afternoon service would begin after lunch. I was pleased to see that some of our best buses were lined up, clean, and ready to go.

Then I noticed it.

Taped to the windshield of the lead bus was a handwritten sign. The lettering was uneven, the paper was curling, and the sign was secured with four strips of duct tape—each a different length and angle. It looked rushed, messy, and unprofessional.

In that moment, my heart sank. While technically the client’s request had been fulfilled—there was a sign in the window—it fell far short of the image we wanted to present. I had promised the client a professional look. This wasn’t it.

Disney Standards, New Environment

Coming from Disney, where every detail matters and “show quality” is deeply ingrained in the culture, I hadn’t even considered that my new team might interpret my expectations differently. At Disney, everything is intentional: signs, costumes, positioning, presentation. I had assumed the same standards were evident to everyone.

That assumption was a mistake—and it taught me an important lesson: never assume your expectations are understood unless you’ve clearly defined and communicated them.

I called our Operations Manager to the yard and thanked her for ensuring the signs were created. Then I gently but directly explained that the handwritten sign taped with duct tape didn’t meet our standards. She understood and explained that she hadn’t personally seen the signs that morning and had trusted the dispatcher to handle it. He had done the best he could, quickly writing and taping up the signs in the rush of the morning.

I asked her to coordinate with Sales to reprint the correct signs using a standard format, ensure they were affixed neatly with clear tape, and verify all buses were properly outfitted before departure that afternoon. I also called the client to explain and apologize for the morning oversight, and to let them know the issue had been addressed.

Turning a Misstep into a System

Later that day, I brought the Sales and Operations Managers together to walk through what happened, not to place blame, but to align expectations moving forward.

Before diving into the “how,” I explained the “why.” Our customers deserve more than functionality—they expect professionalism, polish, and care. Yes, a handwritten sign technically did the job, but it didn’t reflect the quality we wanted to be known for. Our buses are moving billboards. First impressions matter.

Together, we redesigned the process:

• The sales team would gather the necessary signage information from the client and create standardized signs to attach to the move details.
• The operations team would print the signs and affix them to the buses before departure.
• We invested in reusable sign holders for each bus, so drivers could easily slide the paper into a designated spot near the door.
• And most importantly, the Operations Manager would inspect the signage before each departure to ensure everything met our standards.

A Leadership Turning Point

That morning in the yard was a turning point—not just for our signage process, but for my leadership approach in that role. I realized that a lack of clarity, especially in the early stages with a new team, could lead to well-intentioned but misguided missteps.

We were in a turnaround, working to improve service, rebuild trust with clients, and create a culture of excellence. If I wanted my team to meet high standards, it was my responsibility to define what success looked like, visually, and repeatedly.

From that point forward, I changed how I gave direction. I stopped assuming people “got it” just because they nodded in agreement. I shifted from making requests to painting a picture of the outcome I expected. The difference in execution and team alignment was significant.

Why This Matters

Clear communication and consistent execution are essential to service excellence. It’s not enough to want great results—you must design and communicate the systems that make them repeatable.

That handwritten, duct-taped sign became a symbol in my mind. Not of failure, but of a missed opportunity to define quality. And a powerful reminder that leadership isn’t just about setting direction—it’s about ensuring the people executing your vision understand the standards and have the tools to meet them.

“Excellence is never an accident. It is the result of high intention, sincere effort, and intelligent execution.”
— Aristotle

Final Thoughts

That simple misstep turned into an opportunity to create a better system, align our team around a shared understanding of quality, and deliver a more professional, consistent experience for our clients.

If you lead a service business—especially in the transportation space—ask yourself:

• Are your expectations clear or just implied?
• Are you inspecting what you expect?
• Have you created systems that support consistent execution, or are you relying on individuals to fill in the gaps?

Leadership is a series of lessons, and this one has stayed with me for nearly two decades. Sometimes, excellence starts with something as small as a windshield sign.

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Brian Dickson is the owner of Bus Business Consultants and author of Ground Transportation Insights on Substack. Drawing on leadership roles in motorcoach operations and Disney’s Guest Transportation, he helps operators improve performance, culture, and growth—Bus Business Consultants: Driving Performance, Culture, & Growth in Ground Transportation.

This article was originally published on February 25, 2025 at Ground Transportation Insights.

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The views expressed are those of the author alone and do not necessarily reflect the position of the American Bus Association.