Expectations

Introduction

Supposition. Assumption. Conjecture.

Expectations are all around us. Sometimes we call them goals and objectives. Sometimes we call them strategic plans or product roadmaps. Sometimes we call them promises made to our children, spouses and significant others.

We set them for ourselves. We set them for others. Others set them for us. We set them, then often forget the follow-up and coaching needed to ensure successful attainment.

American Inventor Charles Kettering said, “High achievement always takes place in the framework of high expectation.”

I have found this to be true over the course of my career. What the quote alludes to is the need to correctly set, communicate, and follow up on those expectations.

Expectations are important. They help us set direction. They help us set targets. They motivate us to act.

Fulfilling an expectation can be exhilarating, motivating, and a cause for celebration.

Falling short of an expectation can be demoralizing, frustrating, and a feeling of failure. Or it can lead to  intense rededication and commitment. With the right mindset, it can also be a learning experience.

In this article, I want to explore three reasons we fall short of expectations, and what we can do to mitigate those reasons.

Three Reasons We Fall Short

We fall short of an expectation when it is unrealistic. We fall short of an expectation when it is not clearly communicated. We fall short of an expectation when it is not clearly understood.

Unrealistic.

Some expectations fall victim to the time trap of “We can do it faster if we apply more resources.” This works in some situations, but not all. If it takes 10 hours to cook a turkey for a holiday meal, it is unrealistic to assume that 10 chefs can cook that same turkey in 1 hour.

Some expectations fall victim to the resource trap of “Next person up.” This works in some situations where expert knowledge is not required but fails when it is required. When a key member of the team quits or is otherwise unavailable, the impact to the schedule is going to happen no matter who steps up into the role unless they have the same understanding, skill set, execution abilities and confidence of the rest of the team.

Not clearly communicated.

Some expectations fall victim to the communication trap of “Failure to communicate.” It happens when do not communicate in simple terms. It happens when there is a lot of distraction and a lack of focus. It happens when we value the time boundary of a meeting over the value of clear, concise, and complete communication. It is especially prevalent when communicating to a group.

Not clearly understood.

Some expectations fall victim to the communication trap of “I heard, and I thought I understood, but I really did not.” It happens when we think faster than we listen, we stop paying attention and our minds wander. We miss important nuances. We miss explicit emphases on critical points. We miss the opportunity to ask clarifying questions and just go along, eager to get to something else on our to do list.

Mitigations

There are many models available to help set expectations, goals, and objectives. I am certain many readers have mastered several and have a favorite they like to use. Here is a hybrid approach I have found useful.

“1. Start with Why.  2. Explain What Is in It for Them. 3. Be SMART about it.”

Let us drill a little deeper into each component.

Start with Why

For an expectation, it is important to know why the expectation, why the results of fulfilling the expectation matters. Author Simon Sinek wrote the book, “Start with Why.” Understanding the purpose of the request, of the ask, of the project helps people understand how important their engagement in the effort is, and what their linkage to it is.

For the sake of discussion, let us say that there is an important event you feel compelled to attend. Preparing to travel to the event, you discover you will likely be late.

We have not yet discussed what the outcome of the event is. Why is the event important? Is it important to you from a reputation perspective? Is it important to you from a financial perspective? Is it important to you from an accomplishment perspective? Is it important to you from a recognition perspective? It may be important for a variety of reasons. It may be important to you because it is important to someone else you value, and you want to show your support.

For an expectation, it is important for people to understand the positive consequences of fulfilling the expectation, as well as the negative consequences of not fulfilling the expectation. There are manufactured consequences, consequences imposed when detected, and natural consequences, consequences that occur no matter what.

You may choose to exceed the speed limit to arrive on time or shortly thereafter. A manufactured consequence might occur if you get caught for speeding, paying a fine and an increase in insurance rates. Some natural consequences are accelerated wear and tear of the vehicle, and the increased risk of an accident, and a loss of trust.

If you know why the event is important, you know what options are available to avoid or reduce the negative consequences. You can communicate that you will be late and gain concurrence that it is okay to run a few minutes late. You can communicate that you will be late and reschedule for another time. You can communicate that you will be late and start the event by phone until you arrive in person. I am certain you can think of other options, it all depends on the event and the context.

Explain What Is in It for Them

When a request is made of me for my time, money, or effort, I like to know what the benefit is to me before I agree to attempt to fulfill the request. I believe others feel the same way and deserve to know up front as a part of the request.

I may accept the request for a variety of reasons, or some combination thereof.

I may accept the request because I believe it is my responsibility or duty to do so.

I may accept the request because the reward that comes with fulfilling the request is of high value to me.

I may accept the request because the service to others fits with my personal philosophy.

I may accept the request because it further strengthens a relationship that I highly value.

I may accept the request because it is an intriguing challenge.

I may accept the request because it solves a problem that will get worse if not addressed.

But why would someone or some group accept a request from me? Individuals may accept the request for many of the reasons I would accept it. For close relationships, there is an element of trust that comes into play. For relationships that are less than close, and are more transactional in nature, being explicit about what is in it for them helps them determine the value they will get for their time, money, or effort.

Group requests add a layer of complexity for explaining what is in it for them. If the group is tightly aligned around a vision or mission, it is easier to communicate what is in it for them. The commonality of purpose makes it easier.

Some groups are more diverse. Diverse in background, diverse in desired outcomes, diverse in deeply held beliefs. A broader appeal, a compound appeal, a visionary appeal must be created and communicated.

Here are some examples.

On the individual level, the doorbell rings. I answer the door to find a neighbor’s child in uniform selling Girl Scout Cookies. How can you say no? I value the relationship. It fits with my personal philosophy. I believe it is part of my duty to build a great community. I also like the cookies.

On the tightly aligned group level, at a service club meeting, one of the members is called away and cannot attend and needs someone to step into their assigned role for the meeting. I may accept the request to fulfill the role for the other club member because I value the outcomes of the club meeting. I may work to find another club member to fulfill the role because I believe that person will be a better fit or gain more benefit for fulfilling the role. I would need to be explicit in explaining to the other club member what the benefits are to them. It would likely be an easier sell because we are already both aligned with the service club.

On the diverse group level, at work to adopt a new business model to launch a new product line, there are a lot of moving parts and diverse interests. Front line workers want to know what they have to do differently and what the benefits are to them. Supervisors want to know what the new production measurements are, what feedback and coaching they need to give, and what they need to report on to let the business know if the new business model is successful. There are numerous elements to consider: Training, Logistics, Support, Accounting – lots of organizational change that all must come together at the right places, the right times, with the right methods. What is in it for them becomes a more complicated message.

For each of the groups, if we started with why, we are a step ahead of the game, and the messaging is easier. Breaking the diverse group into subgroups for messaging helps get the alignment in order. For diverse groups, the messaging needs to be frequent, consistent, and provide a mechanism for questions and feedback.

Be SMART About It

The SMART acronym is useful in communicating expectations.

S is for specific.

M is for measurable.

A is for achievable.

R is for reasonable.

T is for time bounded.

Specific

For an expectation to be understood, the parties aligned and on the same page, the expectation/request needs to be specific. For example, we work in Dallas, I expect you to deliver this small package to our customer in Ft. Worth.

Measurable

To know when an expectation has been fulfilled, the parties must know when they have crossed the finish line and how progress is being measured. For example, we will consider this complete when you have provided the customer-signed delivery receipt and the receipt is posted in our software system.

Achievable and Reasonable go together.

Achievable

The expectation must be achievable, it must be possible to accomplish. Its clearly achievable, many people travel from Dallas to Ft. Worth and back every day. Traffic, Construction, Weather, Availability of Fuel, must all be taken into consideration.

Reasonable

The expectation must be reasonable, not only possible, but within the scope of what can normally occur. It may be possible to walk or bicycle from Dallas to Ft. Worth, but it is not reasonable under the circumstances of this expectation. It is reasonable to expect to take the company van, the train, or Uber/Lift for this delivery.

Time-Bounded

The expectation must be time-bounded, so it isn’t a open-ended, ongoing, drawn out and diluted activity. For this delivery, from load out to software system update is a three-hour window, completed no later than 3:00pm Central Standard Time.

There are many other methods, acronyms, models for assuring excellence in communicating expectations. SMART is one way; it is not the only way. You may have another preferred method. The important thing is that the expectations are crisp, clear, and succinct.

Summary

Expectations.

Supposition. Assumption. Conjecture.

Making expectations explicit exposes the supposition, verifies if assumptions are correct, and removes conjecture from the equation.

Making expectations explicit removes three reasons we often fall short of expectations. Setting unrealistic expectations, setting unclear expectations, and not making sure that expectations are fully understood.

Mitigations for expectation risks include: Start with Why. Explain What Is in It for Them. Be SMART about it.

Expectations are important. When they are not met, companies can go out of business or downsize unexpectedly. When they are not met, people lose their jobs. When they are not met, relationships suffer damage and break ups may occur.

It makes sense to me to put extra effort into setting and understanding expectations so they can be successfully managed.

“High achievement always takes place in the framework of high expectation.” Charles Kettering was spot on when he authored that quote.

Let us now correctly set, communicate, and follow up on those expectations that have great impact to our lives, and the lives of others we care about the most.

Now that we understand expectations a little better, perhaps we have set the stage for high achievement. We certainly need high achievement in the world we face today. We will definitely need it tomorrow and far into the future. We stand here today because our ancestors believed it and believed in us. We owe it to future generations.

In fact, they expect it.