Almost everyone at some point has made a promise to a client or supervisor that they later regretted because it was near impossible to keep. Sometimes we want to make the other person happy from the beginning which can defeat us if we even slip a little from our game. There is a very difficult challenge in managing expectations. Every day you are facing expectations from our supervisors, clients, team, friends and family. How do you manage expectations, keep your promises and keep your head above water?
The answer can be found in one word: perception.
Perception plays a vital role in everything we do in your life. You’re often treated based on how people perceive you and your actions. When dealing with expectations from your team or your client you must create a very clear perception of what is needed to accomplish what you’ve set out to do. If you cloud those expectations with vague instructions, the other will not know what to expect, create their own and then you will be at a loss on knowing what you should be delivering.
How do you create a clear perception?
1. Know your own capabilities.
Do not promise that you will build a website using .Net functionality with XML web services – if you don’t know how. That may be an extreme example, but the suggestion is if that’s vitally important to the project or what’s requested perhaps promise to find someone who can or could assist you.
2. Set clear expectations early.
In the case of working with a supervisor, be sure to clearly define your task back to him. Be clear in what you understand what the expectations of you are. Do not be afraid to be clear with him what your expectations of him are. By defining what the expectations are for both parties, both of you will understand what it takes to get the job done. Expand the discussion of expectations beyond just requirements. Discuss how to escalate issues if something doesn’t go according to plan and progress measurement.
If you’re working with a client, educate them in your process. Most of the time your client will not know what they’re doing – that’s why they came to you. Give them a clear blueprint of things you expect from them as well as what they should expect from you. Keep your time lines realistic and be honest if something doesn’t match up or more time is needed in one area versus another.
3. Communicate often.
Communication is what often makes or breaks a project. In long-term projects, schedule regular updates to keep all parties well-informed. Let the client know when the scope changes and milestones need to be adjusted accordingly. Let your supervisor know when something may cause you to miss your deadline early to prepare a solution or adjust. When dealing with committees or teams, appoint a main point of contact to streamline communication and lessen the chance of mixed or missed signals.
4. Be realistic. Be honest.
Your client or supervisor can tell when you’re blowing smoke. Don’t promise a delivery date you know you can’t keep. For instance, if you’re the only one working on a project that takes 60 hours to complete – don’t promise it by the end of the week. You most likely work 40-50 hours a week, and you do have other duties you’re responsible for during the week. Being truthful early in the process can go a long way to manage expectations.
Once you apply your strategy to managing expectations it’s time to learn ways to exceed those expectations.
