Expectation Management
(Execution Excellence -"Ability to get things done" Series)
As we are discussing the relevance of self-management for enhancing execution capabilities, one aspect we discussed was time management for ourselves and others.
The next aspect is "Managing the Expectation."
Managing expectation is about being aware of what is expected from us in professional dealings and how we set expectations for others.
First, we need to be aware of what is expected to deliver for the role we assume
Second, we must be clear about the priorities sequence we need to follow.
Why is this CLARITY important?
When we do not have clarity on the expectation, it affects our execution capabilities and growth opportunities.
Most of the firefighting and chaos in the organization is due to a lack of clarity on the expectation between people or stakeholders.
It is not what you can do or deliver, but knowing and delivering the same as expected from you completes the execution cycle successfully. Otherwise, the efforts will be wasted only.
One incident happened to me with my client where i realized the importance of expectation management. At the beginning of my consulting career, a human resource head from a company called me and briefed the requirement for productivity improvements, as he understood from his business head.
Since this company is abroad, they organized flight travel and accommodation. I went, met a few people and spent a couple of days, and identified the opportunity areas for improvement. At the end of the day, i met the business head and was about to make a presentation and hurry to catch the flight. When i started presenting the potential areas where we could work on improvements, the business head began showing signs of confusion and irritation. He turned to the human resource head and started firing him up. He asked me to stop the presentation and explained he wanted to know the methodology of manpower assessment, not improvements at that point: completely different expectations and realities. The entire effort became a waste.
The business head, however, asked me to stay back, and i refused as i had some other work lined up. Then i returned and sent a proposal as per his expectation, but it did not work out as the first impression was not appealing to both of us.
I realized in this incident that i must be clear enough about the expectation from key stakeholders as communication distorts from person to person. It is not how good you are or how you deliver; whether you deliver as expected or not matters in professional dealings.
Knowing the expectation is a must for delivering effectively, and our effort in getting the expectation right is essential.
However, regarding expectation management, executives need clarity on accountability vs. responsibility which affects the execution capability. Let us discuss that next week.
Have a great week ahead.
The next aspect is "Managing the Expectation."
Managing expectation is about being aware of what is expected from us in professional dealings and how we set expectations for others.
First, we need to be aware of what is expected to deliver for the role we assume
Second, we must be clear about the priorities sequence we need to follow.
Why is this CLARITY important?
When we do not have clarity on the expectation, it affects our execution capabilities and growth opportunities.
Most of the firefighting and chaos in the organization is due to a lack of clarity on the expectation between people or stakeholders.
It is not what you can do or deliver, but knowing and delivering the same as expected from you completes the execution cycle successfully. Otherwise, the efforts will be wasted only.
One incident happened to me with my client where i realized the importance of expectation management. At the beginning of my consulting career, a human resource head from a company called me and briefed the requirement for productivity improvements, as he understood from his business head.
Since this company is abroad, they organized flight travel and accommodation. I went, met a few people and spent a couple of days, and identified the opportunity areas for improvement. At the end of the day, i met the business head and was about to make a presentation and hurry to catch the flight. When i started presenting the potential areas where we could work on improvements, the business head began showing signs of confusion and irritation. He turned to the human resource head and started firing him up. He asked me to stop the presentation and explained he wanted to know the methodology of manpower assessment, not improvements at that point: completely different expectations and realities. The entire effort became a waste.
The business head, however, asked me to stay back, and i refused as i had some other work lined up. Then i returned and sent a proposal as per his expectation, but it did not work out as the first impression was not appealing to both of us.
I realized in this incident that i must be clear enough about the expectation from key stakeholders as communication distorts from person to person. It is not how good you are or how you deliver; whether you deliver as expected or not matters in professional dealings.
Knowing the expectation is a must for delivering effectively, and our effort in getting the expectation right is essential.
However, regarding expectation management, executives need clarity on accountability vs. responsibility which affects the execution capability. Let us discuss that next week.
Have a great week ahead.
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