Here's how you can navigate your boss's expectations and steer clear of overcommitting or underdelivering.

Para navegar pelas expectativas do seu chefe e evitar excessos ou entregas insuficientes, comece com uma comunica??o clara e regular. Reúna-se para discutir as prioridades e objetivos, garantindo entendimento mútuo. Fa?a perguntas específicas para esclarecer quaisquer dúvidas sobre as expectativas e os critérios de sucesso. Divida as tarefas em etapas gerenciáveis e apresente cronogramas detalhados para aprova??o. Forne?a atualiza??es de progresso periódicas e esteja aberto a feedback. Negocie prazos realistas e recursos necessários, evitando prometer além do que é viável. Por fim, busque alinhar suas entregas com as metas estratégicas da empresa, demonstrando proatividade e compromisso com os resultados esperados.

Navigating your boss’s expectations starts with truly understanding their needs. This requires active listening and a strong sense of empathy, which allows you to see things from their perspective. When tasks are assigned, don't hesitate to ask clarifying questions to fully grasp the scope. This ensures alignment and helps you evaluate if you can meet these expectations alongside your current workload. It’s also about reading between the lines; often, what’s explicitly asked isn’t the full picture. Use your emotional intelligence to identify any underlying objectives and ensure you're addressing the core needs.

Wichtig ist es hier die richtige Balance zwischen Erfahrung (was wollte meine letzte Vorgesetzte von mir in dem Moment?) und Neugier (was genau mein er oder sie jetzt damit?) zu finden. Wenn man merkt, dass man zu schnell auf als Bekanntes setzt und der Chef aber nicht zufrieden ist mit dem was man liefert, ist es Zeit noch mehr zu erfragen und herauszifinden, was genau er meint.

This is the foundation upon which everything else is built. Like building on sand, if you don't fully understand the requirement then you are almost bound to fail. The barrier many hit here is failing to ask for clarification when you're not sure. Often it's lack of confidence (what will they think if I ask for clarification...), but you need to hold your nerve and ALWAYS ask if you are not sure!

In vielen F?llen ist dem eigenen Vorgesetzten gar nicht klar, was für die zus?tzliche Aufgabe die er stellt, liegen bleiben muss. Daher kann mir hier ganz sachlich das Thema betrachten und aufzeigen, was die weitere Aufgabe bedeutet.

The word 'no' is your friend, and arguably, it can be your superpower! Taking on whatever is thrown at you can seem the right thing to do, but not if it means you fail to deliver. As uncomfortable as you might feel saying "no", I can guarantee it will be a lot easier that saying "I couldn't meet the deadline". It also shows you are taking full responsibility for the work, not leaving it to your boss to check if it's feasible to complete every task.

While "no" is your friend, you need to back it up with why you are saying it. It can sometimes feel intimidating to be asked to justify your answer, but it's being able to answer it that proves your value.

Remember if you take on tasks, it's down to you to prioritise them. One thing every boss hates is when a subordinate blames them for giving them too much work, but only after the deadline passes. But if you are struggling (maybe you thought you could handle the extra tasks, but now they are underway it's harder than expected), ask for help as soon as possible. It's not a sign of weakness, but strength! Just don't wait until you miss the deadline!!

No manager, ever, needs to hear what the problems are. Chances are they already know that. So, if the problems are not followed by suggesting also some possible solutions, your voice is not going to be heard. At least not in a positive way. Always bring options to the table, think forward, think lateral, factor in risks and opportunities. This will give you, your manager and your team a starting point for debate and a possible way out of the problematic situation. Be proactive, not reactive and you will be noticed for the right reasons and in the best light.

Immer wichtig ist hier, natürlich die Wünsche und besonderen Bedürfnisse des eigenen Chefs im Sinn zu behalten. Nicht alles gef?llt jeder Person und ist jeder Person auch gleich wichtig. Daher sollte man sich eine gute Idee von der eigenen Sichtweise machen und die Wünsche des Vorgesetzten nur als "Aktuelle Fokusrichtung" verstehen.

Selfreflection is one key element of Emotional Intelligence. Therefore step aside, reflect and have a view on your own. What was it you wanted to reach and how did you succeed. What where the reason you did not succeed. What can you learn for the next time and what can you do better.

Faire le point des taches confiées. Il y a des superviseurs qui préfèrent être informés de l'évolution des taches et d'autres pas nécessairement s'il n'y a pas de blocage. Donc à vous d'utiliser votre IE pour savoir ses besoins pour instaurer une meilleure communication au sein de l'équipe en tenant compte bien-s?r de ses priorités.

Bosses expect their people who deliver results. This is pretty simple. Therefore it is your job to find out, what’s behind your bosses expection. And how your boss can give you the necessary resources. Tell him what you need and you will mainly get it. It is all about expectation management.

This is all about turning every interaction into an opportunity for trust and excellence. Consider creating a "win-win" journal documenting both your wins and your team's. Record achievements, successful projects, and instances where collaboration led to great results. Share these insights during meetings to highlight progress, acknowledge contributions, and inspire further collaboration. This practice reinforces a positive narrative and helps identify success patterns, fostering a culture of shared victories and continuous improvement. Regularly reviewing and celebrating these wins strengthens your bond with your boss and team, turning every challenge into an opportunity for mutual growth and success.