MANAGING EXPECTATIONSMANAGING EXPECTATIONS

Baiju Joseph

FROM THE LEXICAL KITCHEN….FROM THE LEXICAL KITCHEN….

• Anticipation of some thing happening

• A confident belief or strong hope that some thing will

happen

RAISING AND LOWERING…..RAISING AND LOWERING…..

• They are a primary measure of your success

• Expectations drive all of your client's actions and

decisions

In this world, we rarely see each other face to face……

But rather see each other in the mirror facing us….

i.e. what we know of people are the images we

have formed of them….and many a time, these

images PRECEDE, SUPERCEDE and

SUBMERGE the REALITY

So, you have two choices….

Continuously engage the mirror,

coach it, guide it, bribe it….

……Or let the mirror guide

you, make you and own you

The last thing you need is a dirty mirror which drowns your image and thence your reality

IMAGES DROWNING REALITYIMAGES DROWNING REALITYPOLITICAL ARCHETYPESPOLITICAL ARCHETYPES

1962Oct

1999

May

IMAGES DROWNING REALITYIMAGES DROWNING REALITYPERSONAL ARCHETYPESPERSONAL ARCHETYPES

Plan Vacation

Dream Vacation

Suffer Vacation

Good Expectations vs. Bad

…..have to live up to them

…Can only live down to them

EXPECTATIONSEXPECTATIONS

IMAGE DUPLICITY AND MULTIPLICITYIMAGE DUPLICITY AND MULTIPLICITY

Friends Spouse

Employees Managers

Clients

RelativesChildren

Employees Managers

Peers

AND MANY A TIME, THESE EXPECTATIONS AND MANY A TIME, THESE EXPECTATIONS AND IMAGES CONFLICT, CONTRADICT AND AND IMAGES CONFLICT, CONTRADICT AND COLLIDECOLLIDE

EXPECTATION TYPESEXPECTATION TYPES

• In a typical employment situation, certain expectations —

such as salary, hours, and job duties — are clearly

understood by both employer and employee.

• Other expectations, however, are so intimately linked to

an individual’s concept of work that they oftentimes go an individual’s concept of work that they oftentimes go

unspoken or unacknowledged.

WORK EXPECTATIONSWORK EXPECTATIONS

• Recognition • Autonomy • Expression • Career Growth • Diversity • Teamwork • Teamwork • Structure • Environment • Balance • Stability

MANAGING EXPECTATIONS (SMANAGING EXPECTATIONS (S--MM--I)I)

• Setting Expectations – SMART– Know Your Capabilities – Specific, Measurable, Attainable, Realistic, and Time-

bound – Educate and Empathize

• Capturing / Monitoring Expectations• Capturing / Monitoring Expectations– "You cannot manage expectations unless you monitor

them." • Influencing Expectations

PYGMALION EFFECTPYGMALION EFFECT

• The effect is named after George Bernard Shaw's play

Pygmalion, in which a professor makes a bet that he can

teach a poor flower girl to speak and act like an upper-

class lady, and is successful.

• Individual performance is influenced, both negatively and

positively, by the expectations of others.

PYGMALION EFFECTPYGMALION EFFECT

• We form certain expectations of people or events.

• We communicate those expectations

with various cues.

• People tend to respond to these cues

by adjusting their behaviour to match them.by adjusting their behaviour to match them.

• The result is that the original expectation

becomes true.

• This creates a circle of self-fulfilling prophecies.

ONE LAST THING…TRY TO BE A GOOD ONE LAST THING…TRY TO BE A GOOD MIRROR TO ALL AROUND YOU…MIRROR TO ALL AROUND YOU…

This is a travelling hall of mirrors,

In which my hopes rebound

from the ruins as dust into my eyes.

Where I try to wring my reality

from the eye of these images,

to deduce me from the conjugated sum to deduce me from the conjugated sum

of these cracked numerals.

And all I am left hoping for,

shamed by the mirrors around me,

is to be a good mirror to someone else,

that the images reflected

off my person shall feast their eyes:

Not to like what I see in the glass,

but just be the best silver around.

IMAGES…IMAGES…