Expectations can be the biggest source of stress on a manager, both trying to comply to them or setting for the others. Today we will analyse how to manage the expectations of your manager when these may seem difficult to reach.
Setting goals that can have contours that go beyond being “challenging” is a recurring theme in any company and at every level. It happens almost on a daily basis at all levels that a request can go beyond what we consider feasible, and maybe is.
Is not wrong in principle, but basically it is a different perception of facts and expectations. It doesn’t matter if it is related to a lack of knowledge of operational needs or a comparison with past experiences in other companies rather than the people and events in the current organisation, or an innate optimistic approach. A target is set and someone finds it “impossible” to reach, while another party thinks that it can be achieved.
The risk you run is not only of not reaching the goal but, much worse, of demotivating your own resources as you would have been demotivated.
The obvious temptation might be to give in, but there are several techniques that allow you to mitigate the effects of borderline requests.
Reduce the stress by concentrating on minimising the “physical” effects.
If the pressure of your manager’s requests also has an impact on your body, do not allow the stress to become an issue, but try to bring it back to an acceptable level so that you can collect your thoughts and take measured and appropriate actions. One of the best ways to calm your turmoil and escape what’s called the “waterfall of defence” is through a set of actions that bring your mind back to a steady state. Using a simple technique will calm the body and signal to your brain that you are not actually in immediate physical danger. One technique that gets good results is to feel your feet in your shoes. Whether sitting or standing, you can use this mechanism quickly and unnoticed by others and will get you a bit of relief.
Be realistic, once you accept the challenge
It may not always seem like this at times, but you and your boss have a joint mission and some common goals, and because of this, you have the opportunity to be able to explain the reality of the facts. Sometimes a manager may overlook the practical details of implementing a project and formulate goals that are too challenging to achieve. In this case it may be useful to describe the steps necessary to obtain positive results for the manager and to initiate a discussion on how the results can be obtained from a process point of view. This will allow to show what in your view prevent the plan from being followed.
Test, fail quickly and don’t forget feedback
Run small tests that allow for quick, actionable feedback. Your manager is unlikely to plan to be unrealistic or unfair, simply can have a different pace or a different view. It is much more likely that what you are asking has a rationale that has not been clearly stated. Rather than just thinking “This is ridiculous!” double check to be sure you understand and are delivering what your boss really wants. Ask for feedback on intermediate steps so you understand if you’re on the right track.
Remember that these techniques are used to try and manage the situation better, but, while you are in your role and in the company, your goal should be to achieve most (or all) of the goals set by your manager, to unrealistic as they may seem, while maintaining self-respect and an acceptable stress level.
