Manage Expectations or Expect to be Managed
Part 1 (click for Part 2) By David Alev . . .
Adapted for HKICC by Carole Lewis from: http://consultingacademy.com/a08.shtm
Michael Jordan retired from professional basketball, again. That's sad for us NBA fans. It appears Michael throws us these surprises every few years.
Do you remember the excitement caused when he returned to basketball a couple of years ago? There were quotes from every conceivable source, for months prior to the announcement: "He's coming back." "No, he's not coming back." Week after week, up to the day prior to the announcement.
Imagine the pressures you would be under if you were Michael Jordan. Could you possibly say you were NOT coming back?
You could not. Michael's problem was an example of the law of expectations taken to an extreme, i.e. "hype", the media equivalent of heightened expectations.
Welcome to the world of mind games: hype, spin, slant, innuendo, etc. When used ethically, also known as "managing expectations."
I ask participants at the beginning of our workshops what they'd like to learn. (My way of capturing their expectations.) "Managing expectations" invariably surfaces as the first or second concept. Why?
| The six wordsevery consultanthates to hear: "You should have managed their expectations." |
When consultants commiserate about their projects with their managers, colleagues, project managers or account managers, the most difficult issues are given the same boilerplate answer, the six words every consultant hates to hear:
"You should have managed their expectations."
Client won't cooperate? "You should have managed their expectations."
Client won't let you do your thing? "You should have managed their expectations."
Client is not happy? "You should have ..." And so on.
Whoa! What's one to do? Besides watching scope, budgets, deadlines, juggling conflicting requirements, and now managing expectations? Where does one find these demons? And if you find them, how do you manage them?
Expectations are deeper and broader than "requirements:"
Expectations are your client's vision of a future state or action, usually unstated but which is critical to your success: A client who "wants the project to be quick and dirty," or who "wants to be involved in all the details" or "not involved at all," or who expects that your project will result in "reducing his work force by 80%."
Expectation management techniques are very valuable in client service work. It's partly for our client's benefit - to keep their eyes on the ball, to work towards the same goals, etc. We also do it for our own benefit because our project targets are sometimes less precise than we wish they were, our performance criteria are demanding and many activities, such as presentations or deliverables are frequent opportunities for clients to pass judgment on us.
Expectations cut two ways:
1. They are a primary measure of your success. In your client's mind, satisfaction is how close you have come to their expectations. NOT how close you were to the wording of the contract or the scope of work or even the performance criteria, but to their expectations. It may not even be the actual results of the project but the process with which you arrive there.
2. Expectations drive all of your client's actions and decisions. It's not their everyday duties or their "assigned role" or your very rational explanations that drive them, but their expectations.
In the figure above, the red line represents your client's expectations, the black line a measure of the value you're providing and the green line your client's perception of that value. Notice the step down in the expectations line? That indicates expectations that have been successfully reduced. Perceived value is commonly below the actual delivered value, as the results are not always visible, not well explained or publicized. Your objective is to keep the gap between their expectation and the perceived value to a minimum.
My experience has shown that there are three components to managing expectations:
S-M-I.
Set - Monitor - Influence. |
Any time I'm asked about an expectations problem, I respond with questions such as: "How was this expectation set? Who set it? When did you find out about it? and: What have you done about it?" The real advice is usually hidden in the answers to those questions.
1. Setting Expectations
Expectations are set by all kinds of events. Something you said or did, or even the way you said it, something some
"How was this expectation set?
Who set it?
When did youfind out about it?
What have youdone about it?" |
body else said or did, or something the client picked up from somewhere else. But it's important to know that expectations, rational or irrational, valid or invalid, are not developed in a vacuum.
2. Capturing / Monitoring Expectations
You can't know what the expectation setting is unless you actively search for it and continue monitoring it. You might even have to test it, to see how it's set. Think of a power switch that doesn't have "on" and "off" labels. You don't know whether it's in the on or off position, unless you switch it on and off a couple of times. You can test expectations by dropping hints and clues of your next steps and watching how they react.
The old management adage says: "You cannot manage what you don't measure." Common measurement tools are sales targets, league standings, satisfaction surveys, click-thru rates, and in project work, "percentage complete", "estimate to completion" etc.
The same adage can be re-stated for project work: "You cannot manage expectations unless you monitor them." That requires listening to your clients. Better yet, hearing them and understanding them.
3. Influencing Expectations
Once you have pinpointed the expectation and you know the source, it's time to play the influence challenge. This is what our managers usually meant when they said "manage their expectations." Often they overlook the setting and monitoring components and expect you to "talk your way" out of anything. But it's so hard to talk your way out of anything unless you address the root causes.
On the other hand, sometimes no influence is needed. Their expectations may be well founded, and we may be the one who needs to change our approach and style.
Managed expectations drive your success. Everything else is secondary. The S-M-I principles should give you enough to be prepared for your current client and future projects.
In part 2 of this essay, we will have valuable tips about monitoring expectations and an exhaustive list of influencing techniques you can use to align expectations. Now THAT's setting expectations!
Part 2
In Part 1 of "Manage Expectations or Expect to be Managed" we discussed the importance of expectations to our success as client service professionals and introduced the S-M-I (Set - Monitor - Influence) framework to understand and practice good expectations management. In Part 2, we will cover ways to identify expectations and techniques to influence them.
More on Monitoring
Monitoring expectations requires listening to our clients. Better yet, hearing them and understanding them: Whether they're talking to you or to someone else. I'm not suggesting you should eavesdrop on your clients, only that you need not tune them out just because you're not the intended target of the conversation. Sometimes, the way they describe their needs or the project to an outsider can tell you about the real expectations.
Put two and two together. Listen to what they say and what they don't say. When they don't say what you wish they'd say, there may be a good reason behind that. Listen to their favorite subjects, and those they try to avoid. The ones they avoid are more likely to haunt you when least expected. Listen to the context in which it is being said. Especially if they bring up certain subjects "out of the blue."
You could ask yourself, "What frame of mind would one have to be in to say that?" And another tactic is to ask them to describe their expectations. You will occasionally get a true description and at other times, you'll have to dig deeper. And certainly look at what they do. Actions speak louder than words.
Once you understand the expectations, it's time to find out the source. If you are the source, it will be easier to deal with. The two most challenging sources are (a) the client's personal or professional background and preferences and (b) expectations set by someone else, in effect committing you to something you're not aware of.
The only way to get the first (personal / professional background) is to spend more time with them. The longer the face time, the better your chances of picking up clues and understanding their motivation.
As for others setting expectations for you, it could be a fellow team member, or (a common complaint) your own salespeople or an ad demonstrating the "incredible benefits" to be had from a particular product or service. In this "third party scenario," it would be best to ask the third party if any such promises were made. "Is there anything I should know where our client has had expectations set?" If you suspect that some were set that you cannot satisfy, see if you can get the help of the person who did the "setting."
Expectations don't stand still. Take the time to periodically check that the expectations haven't changed. A brief recap of your expectation perception may reveal that either you're on course, or the expectations have changed.
INFLUENCING Techniques
What did Michael Jordan say in his announcement to return to basketball? "I may not be 100% for the first few games." This was his attempt at lowering expectations. He followed by saying, "I have learned that winning championships is not the only thing in basketball", which was very smart.
Influencing . . . a subject all its own. There are rational, emotional, ethical and less ethical methods. Here are some basic techniques from my experience and research:
1. Establish trust. People are influenced only by those they trust. And trust is not awarded, acquired, carried over, bought or sold. It is earned.
2. Educate, educate, educate. The more your clients know, the better. Because then they understand the complexity of your work, the dependencies and the impact their expectations have on your work.
3. Explain why. "It worked on my last three projects." (demonstrating experience), or "It would cost less." (demonstrating partnership), etc.
4. Do it in private. It's less confronting. People don't like to change their minds in public or to admit their lack of knowledge.
5. Show them, and then sell them. This is the "free sample" strategy. Let them experience the benefits of what you're suggesting before you go and attempt at selling them on the idea.
6. Balance the give and take. See if you can identify one or two of your client's expectations that you haven't acted on and which are relatively easy to satisfy. And make sure they're satisfied. Then and only then, bring up any expectation that you'd like to change.
7. Sooner is better than later. Expectations get firmed up the longer they are left alone. Work on them as early as possible.
And one last thought: Turn the tables for a change: See what YOUR expectations are when you start a project, see how they change and see how they influence your actions and behavior during the project. Were they valid expectations? Did you change them based on the realities of the project? How did that come about? Did you stick to your expectations? Why? The answer to these questions will give you clues you can use in your work.
Managed expectations drive your success. Everything else is secondary. The S-M-I principles should give you enough to be prepared for your current client and future projects.
So what would you advise Michael Jordan next time he hears rumors of his coming out of retirement? (In the year 2007, for example.) "Be aware of the street talk" and "keep the hype down," of course. If there were still heightened expectations, I would suggest he "plant" a few stories about how he's very happy with what he's doing outside basketball. And if all else failed, to come out early and say, (using techniques 3, 6 and 7) "I am 45 years old, I can't play any more. I really appreciate all the interest. I promise I will train my (very talented) son to be a better Michael Jordan." Now that would be a treat!
