Common business practice involves the development of business plans. That requires executives knuckle down and ponder the outcomes they wish to achieve. What happens when the results don’t match the goals?
The first task when results and goals differ is to discern why. Look at the obvious, then dig deeper. Typically, multiple factors contribute to the failure to meet expectations—and most, if not all, of them must be rectified to correct the problem. Or it could mean that you set unrealistic goals.
In soccer, bookies and avid sports aficionados use goal expectation models to predict game outcomes. These models assess the performances of players by comparing the actual number of goals scored to the predicted goals scored. Other variables come into play that affect the comparisons, such as which team members played (or not), weather, and so forth. In that manner, a business executive can evaluate the performance of each member on the team. The challenge lies in honest evaluation of not just the team members, but also oneself.
When reality fails to meet expectations, the disappointment can crush future ambition and effort. Business in real life means that success is never guaranteed. Writer for HuffPost, Jim Fannin advises against dwelling upon failed outcomes and focusing attention on how not to repeat the mistakes that led to that failure. Consider failure a learning experience rather than an opportunity to cast blame and gorge on potato chips.
Toastmasters offers an entire chapter on the impact of suggestion as it affects expectations. Attitude counts for much in recovering from the misalignment of outcomes to reality. Expectations arise from assumption and confidence. For example, salespeople presuppose the outcome of a sales pitch by careful development of scripts that guide customers into action. Those customers don’t have to think; they simply act in accordance with the assumption that the offer has already been accepted. Such language may include: “When do you want X delivered?” This presupposes that the customer wants X. “Shall I call you Tuesday or Wednesday?” This presupposes the client wishes to speak with you again. Persuasive suggestions, time expectations (“For a limited time only!”), flattery, and embedded commands all fill the successful salesman’s or manager’s toolbox. These rely upon language and the ability to encourage and convince others to comply with and support expectations toward a stated goal.
According to Forbes, “Your expectations, more than anything else in life, determine your reality.” Confidence in the positive outcome greatly affects the reality of the effort to make that outcome happen. Doubt corrodes confidence and practically ensures failure. Managers need to be particularly aware that their expectations of the people reporting to them affect the performance of those people. Since the 1960s, research has proven that people live up or down to the expectations of others. Managers express their expectations in the ways they treat staff, extend opportunities, and provide information and feedback, and mentor.
Expectations shape life and business. Outcomes depend upon the reality of those expectations. Harboring unrealistic expectations dooms the project and staff to disappointment.
The Heggen Group helps businesses determine their desired outcomes and then develop the processes and resources needed to stack the odds for success. Contact Jayne Heggen to schedule a consultation.
Recent Comments