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 Mich ael Jor dan 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.(1)
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)
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
Mich ael Jor dan 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 Mich ael Jor dan." Now that would be
a treat!
* * *
Which
expectations do you think may be hiding behind the following
statements? (Answers here)
a.
“What we need is a very user-friendly system.”
b.
“You’ll have to watch this very carefully.”
c.
“I didn’t read your report.”
d.
“I don’t have time to discuss
that.”
e.
“We need to make our status meetings CRISP.”
For
possible answers, click here
(1)
“Influence, Science and Practice,” Robert B. Cialdini ,
Allyn and Bacon, 2001
(2) “The Trusted Advisor,” David H.
Maister et al., Touchstone Books, 2001
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