Managing Expectations

1
Managing Expectations

• Chapter 19

2
Overview of Chapter

• Conflicting Expectations
• The Problem Implicit Expectations
• The Solution The Performance Agreement
• Some more Covey Principles

3
Conflicting Expectations

• . . . Very common Sense
• Mergers
• Marriage
• Parent child relationships
• Government Relationships

4
The problem Implicit Expectations

• Expectations are human hope. Covey describes
  this as an imaginary map that everyone has and
  everybody believes that their map is most
  accurate. Human wants, wishes, etc . . .
• This derives from previous experiences or
  relationships.

5
The Solution Performance Agreement

• Create a clear mutual commitment and
  understanding of goals and roles.
• 3 parts . . .
• Trust/communication
• 5 Content elements
• Reinforcement of the organization

6
Trust

• The performance agreement should always be open
  and negotiable.
• People have hidden agendas. Get those out in the
  open.

7
Communication (most important)

• Horizontal communication makes employees feel
  like prized equal contributors, not subordinates.
• Whats your employees agendas? What are they
  concerned about.

8
Win-Win Performance

• Specify desired results.
• Go heavy on guidelines, light on procedures.
• Mention all available resources.
• Involve people in setting standards.
• Consequences.
• Reinforce performance agreement.

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Conclusion

• Find out what your employees expect form you
  (the manager) and either give it to them or
  correct them.

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According to covey, what is an expectation?

1. An obligation
2. Hope
3. A future outcome
4. A possibility

11
According to covey, what is an expectation?

• b) Hope