Great Expectations
Article | Accountability Insights
When searching for products and services online you inevitably encounter a variety of product/service comparisons that give you some sort of “Good,” “Better,” and “Best” choices. Your purchase, of course, depends on what you want to spend. “Good” might satisfy you, “Better” might please you more, but “Best” would give you a world-class experience. “Best” represents the product/service that would guarantee all your expectations are met or exceeded. Now, apply this same sort of comparison-shopping to expectations.
Most of us do a pretty “Good” job of letting people know what we expect. When it’s really important, we usually do an even “Better” job by working harder to make sure people know what we expect. However, when it comes to expectations that absolutely must be met (i.e., no excuse deliverables), nothing but the “Best” will do. For some people, forming “Best” expectations may be easy, but for most of us, it’s not.
The work of forming “Best” expectations begins with becoming much more conscious and deliberate about the process. First and foremost, the expectation must be formed in a way that makes the deliverable clearly understood by all involved. Managers and leaders can always form expectations on their own, but “Best” expectations are always formed with the input and collaboration of those involved in making it happen. Only mutually understood and agreed upon expectations can get people fully committed to getting the job done. So, how are you doing when it comes to forming “Best” expectations? Answer “True” or “False” to the following statements to find out:
| • | You wonder why the people you depend on just don’t seem to get it. | |
| • | You are often disappointed with the results people deliver and routinely ask the question, “How did that happen?” | |
| • | People often feel that they waste time working on things you ask them to do because your priorities keep changing. | |
| • | The people you work closest with are not able to articulate what is most important to you with any degree of certainty. | |
| • | You tend to understate what you are really asking people to do because you don’t want to strain relationships. | |
| • | You tend to assume people already have the vision of what needs to be done and, as a result, you don’t take the needed time to form specific expectations. | |
| • | You frequently have to re-explain or further clarify what it is you really want. |
If you replied “True” to one or more of the above statements, there is room for improvement. To learn more about clearly forming your expectations so that everyone you depend upon understands exactly what needs to happen, we invite you to join the Accountability Community by visiting www.partnersinleadership.com
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