‘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?
It's as simple as ABC
ABC - Always Be Contracting. (Brian Watts)
A coach friend commented recently that he keeps annoying clients and is not sure why. He likes to challenge people’s thinking but they don’t always respond well. I asked, ‘Have you contracted first with your clients about how you will work together?’ Great questions at the outset can be, ‘What are we here to do?’ and ‘How shall we do this?’ It creates opportunity to discuss and agree what to focus on and what kind of relationship and ways of working will be most useful.
I had another experience where contracting proved valuable. I had joined an organisation as a new team leader and one of my team members led a presentation. Afterwards, she asked if I could give her any feedback. I asked with a smile, ‘Are you asking for affirmation – or critique?’ ‘I’m so glad you asked that’, she replied. ‘I’m really just hoping I impressed you as my new boss!’ That opened a very different conversation about how we would like to work together in the future.
What we are talking about here is similar to a counsellor establishing a 'therapeutic container’. It’s about creating psychological, relational boundaries, focus and ground rules together that enable honest, robust conversations to take place (high in support and high in challenge) without feeling threatened – because that’s what we’ve agreed to do in that context. We can renegotiate the terms of engagement as time or things move on or if the context for the relationship changes.
I worked as coach with a leadership team that was struggling with internal conflict. It felt caught in a vicious cycle and couldn’t find a way out of it. I invited the team to imagine a team meeting that, by contrast, felt incredibly inspiring and effective. They painted a vivid picture of a very positive team experience. ‘What were you and others doing that made the difference?’ They agreed behaviours, began to practise them and the team’s experience was transformed.
The core principle here is about making the implicit explicit. Rather than assuming that different people share the same underlying assumptions and expectations, raise them to the surface – especially if establishing new relationships or working with people from different backgrounds. ‘ I think a great outcome would be X. Is that what you think?’, ‘I see my role in this as X and yours as Y. How do you see it?’, ‘I’d find it useful if you would X. What would you find useful from me?’
If things feel tense or stuck, I find it useful to imagine myself speaking from an observing place, as if I’m standing outside of the room looking in, and comment dispassionately on what I’m noticing here-and-now. ‘I’m aware this conversation is going in circles without moving forward…and I’m wondering how we might approach this differently to get a different result.’ It invites insight from the other person too and opens opportunity to contract to solutions that will work for both.
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