Whose expectations are you managing?
"Expectation is the root of all heartache." William Shakespeare
"You don't manage my expectations, I manage yours." A boss of mine once stated this in a meeting when a subordinate offered to manage his expectations. Aside from being thankful it was not me on the receiving end of that response, it got me thinking, "what is with this phrase?" "Is it useful?" One thing I took from his response was, this phrase would be reserved for the leader's not the subordinate's use. Hmm. Maybe the phrase but not the concept.
Expectation management, was a term and concept I first heard in the early 2000s as an officer in the Army. A leader or a group would have a preconception - an expectation of what they would receive, what results would be achieved, or how something might perform. Another person or group, having some greater knowledge or experience of the actual outcome might use this phrase to address preconceptions or curtail excited anticipation. There is nothing wrong with some subtle management of your boss but give this phrase some deeper thought before you drop it on him or her or a group.
Yaro Starak, an entrepreneurship blogger, offers "5 Golden Rules of Expectation Management." I'll borrow two of them for my focus on leadership and add my own third.
Expectations are based on what has come before.
Don't assume everyone knows what is going to happen next.
Clearly understand your boss's intent.
Expectations are based on what has come before. What has come before? This question is important to answer as it will likely fill the preconceptions of a boss or a group. Instead of, "I'll manage your expectations," offer to compare previous outcomes with expected outcomes. Describe what will be different or what they should expect when complete.
Don't assume everyone knows what is going to happen next. "When you assume, you make an ass out of u and me." Another friend and colleague introduced me to that phrase to help me confirm, not guess in operations. Spend some time thinking over what a boss or group might expect. Ask them what they envision as an outcome, then 'shape' don't 'manage' their expectations by explaining your envisioned outcome.
Clearly understand your boss's intent. My favorite - intent. Why are you being asked to do what you are going to do? What are some key tasks you know your boss will want accomplished to achieve his or her desired end state and how do they describe that end state? Knowing intent will help you deliver (or explain why you cannot) on expectations.
To be clear, managing expectations is not a bad concept. Just be careful how you word it and do your homework before you attempt it with a boss or a group. Know who 'who' is!
Make it Personal!
Rob
Rob Campbell