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Answer Upon - Managing Expectations
Have you ever had one of those “ah-ha” moments when you quickly gained a greater awareness than you ever had before? I must say, that as bad as I felt in this place, prison was an intense learning lab. I didn’t know that going in, but in retrospect I am glad I took notes, because the lessons and opportunities for growth were coming at me quickly. How easy it would have been to miss those lessons.Often folks grow weary when they hear people talk of learning through adversity. All too often we prefer life t
Expectations exist throughout the entire value chain with every stakeholder needing and
After working at 10 different advertising agencies, I was fortunate to work with many smart clients. Along the way, I learned how they got the best out of their creatives. And here is what I’ve found.1. Great clients wanted the best creatives working on their account. Not just any creative team.2. Those clients gave a brief document that was simple and to the point. It had a single message that creatives were to follow to come up with concept ideas. The clients were even open minded if an idea jum
Nothing engenders confidence and creates a trust bond like delivering on promises made and likewise few things erode confidence and credibility like commitments not kept. In a previous post entitled: “Follow Through” I discussed the importance of saying what you mean, meaning what you say and doing what you say you’ll do. The science of promise management is systematically connecting what is said with what is done. The art of promise management is closing, or better yet, eliminating the expectation gap. Blend the art and science together and you have the framework for what is becoming the differentiating factor in performance based decisioning for the twenty-first century.
Conflicts, disagreements, disputes and litigation are often born out of expectation gaps. Expectations cut both ways…Keeping what you perceive as being your end of the bargain is only half of the equation as what you think only matters if it is in alignment with the understanding of the other party. We have all found ourselves in the unenviable position of assigning work product only to end-up with the deliverable falling far short of expectations while having the producer of said work product thinking they exceeded all expectations.
Expectations exist throughout the entire value chain with every stakeholder needing and d
Generally when a business gets a complaint, only one, they can look the other way unless it is a very large client. Yet when they get two about the same perceived problem, then the businessperson ought to stop and consider the source of both complaints. Why is that you say; two complaints is not a lot really? True enough indeed, let me tell you why two complaints might actually be 40-60 complaints instead of the two that you actually heard about.You see regarding the "only 2nd person to ever complain theory”
Nothing engenders confidence and creates a trust bond like delivering on promises made and likewise few things erode confidence and credibility like commitments not kept. In a previous post entitled: “Follow Through” I discussed the importance of saying what you mean, meaning what you say and doing what you say you’ll do. The science of promise management is systematically connecting what is said with what is done. The art of promise management is closing, or better yet, eliminating the expectation gap. Blend the art and science together and you have the framework for what is becoming the differentiating factor in performance based decisioning for the twenty-first century.
Conflicts, disagreements, disputes and litigation are often born out of expectation gaps. Expectations cut both ways…Keeping what you perceive as being your end of the bargain is only half of the equation as what you think only matters if it is in alignment with the understanding of the other party. We have all found ourselves in the unenviable position of assigning work product only to end-up with the deliverable falling far short of expectations while having the producer of said work product thinking they exceeded all expectations.
Expectations exist throughout the entire value chain with every stakeholder needing and
Non profits provide a unique role in the community that they serve. They perform this role by providing specific services that are part of their mission statement and commitment to others.Often non profits are able to preform these services by utilizing dedicated volunteers in their community and through the use of limited paid staff. These volunteers often help to sort clothes, deliver meals, help disaster victims, etc. In addition, non profits utilize volunteers to provide governance for the non profit and
Conflicts, disagreements, disputes and litigation are often born out of expectation gaps. Expectations cut both ways…Keeping what you perceive as being your end of the bargain is only half of the equation as what you think only matters if it is in alignment with the understanding of the other party. We have all found ourselves in the unenviable position of assigning work product only to end-up with the deliverable falling far short of expectations while having the producer of said work product thinking they exceeded all expectations.
Expectations exist throughout the entire value chain with every stakeholder needing and
Starbucks: The Mastery Behind the MarketingStarbucks is a modern coffee mecca-empire that seems to be on the lips of every corporate yuppie in America. And this is not by coincidence, it's by careful marketing design. Why has Starbucks been such a great example of corporate branding success?Starbucks Coffee and Cafes opened in 1987 with about 11 locations in the Seattle Washington area. Little did we all know back then that by the year 2004, Starbucks would practically be as America
Conflicts, disagreements, disputes and litigation are often born out of expectation gaps. Expectations cut both ways…Keeping what you perceive as being your end of the bargain is only half of the equation as what you think only matters if it is in alignment with the understanding of the other party. We have all found ourselves in the unenviable position of assigning work product only to end-up with the deliverable falling far short of expectations while having the producer of said work product thinking they exceeded all expectations.
Expectations exist throughout the entire value chain with every stakeholder needing and
Many business owners sincerely believe they understand their company brand. They can describe it, quantify it and explain its place in the market. They can recount corporate history and accomplishments and detail future plans and goals. These are all necessary items for communicating a company's brand message, but they are also the most superficial ones. These descriptive attributes tell us about what the business does, but not who the company is. The true power of a brand does not come from the what, where, when an
Expectations exist throughout the entire value chain with every stakeholder needing and deserving to have their expectations managed and met. Whether it is managing customer expectations, shareholder or analyst expectations, or the inverse of employees having to deal with the expectations of executives, it is the ability to excel at decisioning based upon managing expectations that creates high performance organizations.
Promises that are made based upon solid reasoning and underlying business logic that are consistently kept will help to create a solid brand attracting loyal customers and talented employees. The following three practices will help create an organization that delivers on its commitments:
1. Collaborate early and often: Decisioning in a vacuum or without all the facts will place you in a deficit from the beginning. It is at best extremely difficult to manage expectations and deliver on commitments made if you don’t have clear visibility as to what is wanted or needed. Before making promises or commitments collaborate with all concerned parties to insure that expectations are understood.
2. Resist making verbal commitments: Most misunderstandings occur as a result of improper interpretation of oral communications. Most broken commitments result from impulsive verbal promises made before all the details were sorted out. Once you have gained clarity as to the perceived need to be fulfilled place your understanding of the deliverables in writing by outlining key business points and circulate the document for review and comments. Where possible res
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