‘Expectation is a belief that is centred on the future.’ (Wiki)
You may recall the now-famous words of Tom Peters: ‘It is better to under-promise and over-deliver than to over-promise and under-deliver.’ It’s a bit like the parable in Matthew’s gospel: a man has two sons and asks them do something. One says ‘No’ and does it; the other says ‘Yes’ and doesn’t. It signals that expectation is linked to relationship – and trust. If we expect something to happen, it’s as if, for us, it will happen. If it doesn’t, we may experience surprise, disappointment or relief.
Relief, of course, because it’s possible to expect the worst as well as the best. If our fears are unjustified, we call this catastrophizing. Conversely, if our hopes are unfounded, we call it naivety. Both indicate a disconnect between what is imagined and what is real – although we may not be aware of it at the time. That said, our expectations may be entirely realistic, based on firm predictability. Such expectations represent promise, certainty and, where positive, hope.
If our hopes and expectations are high and fulfilled, it can increase our sense of satisfaction, delight and confidence for the future. If not, we are likely to feel frustrated, hurt or disillusioned – and to lose trust. This is why, instead of aiming high, some parents, teachers or managers encourage their children, pupils or staff to ‘lower their expectations’. The intention is to reduce stress by avoiding the risk of disappointment. (This raises interesting questions vis a vis managing customer expectations!)
Alternatively, we may take positive steps to increase the probability of high expectations being met. We may pray hard, sign binding contracts, plan in detail, identify and address critical success factors, prepare contingencies, mitigate the effects of sub-optimal performance etc. Or, psychologically, we may practise mindfulness, increase resilience, learn to handle expectations and disappointments differently. As leader, OD or coach, how do you handle expectations and enable others to do so too?