Managing expectations is about perception and it is the primary measure of your success . Managing expectations well is an important skill no matter what business you’re in. Are you in the business of developing an On Demand product on the internet? Tell your customers as soon as possible if there’s going to be a delay in their shipment, and then throw in a freebie unexpectedly. Are you in the business of being a typical employee in a typical company anywhere in the world? Make sure you know exactly what your manager expects of you, and then find ways to go beyond their expectations and make sure they know all about it. The majority of people and businesses simply meet expectations, and some don’t even manage to do that. With a little attention towards managing and exceeding expectations it’s easy to stand out in the crowd.

1. MANAGING EXPECTATIONS
Baiju Joseph

2. FROM THE LEXICAL KITCHEN….
• Anticipation of some thing happening
• A confident belief or strong hope that some thing will
happen

3. RAISING AND LOWERING…..
• They are a primary measure of your success
• Expectations drive all of your client's actions and
decisions

4. 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

5. 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

6. IMAGES DROWNING REALITY
POLITICAL ARCHETYPES
1999
May
1962
Oct

7. IMAGES DROWNING REALITY
PERSONAL ARCHETYPES
Plan Vacation
Dream Vacation
Suffer Vacation

8. Good Expectations vs. Bad
…..have to live up to them
…Can only live down to them

9. EXPECTATIONS

10. IMAGE DUPLICITY AND MULTIPLICITY
Clients
Friends Spouse
Employees Managers
Children Relatives
Peers

11. AND MANY A TIME, THESE EXPECTATIONS
AND IMAGES CONFLICT, CONTRADICT AND
COLLIDE

12. EXPECTATION 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
unspoken or unacknowledged.

13. WORK EXPECTATIONS
• Recognition
• Autonomy
• Expression
• Career Growth
• Diversity
• Teamwork
• Structure
• Environment
• Balance
• Stability

14. MANAGING EXPECTATIONS (S-M-I)
(S-
• Setting Expectations – SMART
– Know Your Capabilities
– Specific, Measurable, Attainable, Realistic, and Time-
bound
– Educate and Empathize
• Capturing / Monitoring Expectations
– "You cannot manage expectations unless you monitor
them."
• Influencing Expectations

15. PYGMALION 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.

16. PYGMALION 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.
• The result is that the original expectation
becomes true.
• This creates a circle of self-fulfilling prophecies.

17. ONE LAST THING…TRY TO BE A GOOD
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
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.

18. IMAGES…