TRIPLE III TIME: EXPECTATIONS (Unlimited Shades of Gray!)
Addressing the challenge of meeting customer expectations, staff expectations, Board expectations, public expectations and even your own personal expectations, has most recently become a major area of Inspiring Innovations consultant discussion.
Well, advising on the EXPECTATIONS issue I thought should be easy…right? But even with the solid wording found in contracts, lists of performance measures, discussions of deadlines and/or creative service agreements, there are still Unlimited Shades of Gray when addressing the “looking forward to something” beliefs and feelings founded in EXPECTATIONS.
Now for those that know me…REALLY know me…they know that I have always loved the gray areas of policy, rules and life. The gray areas have enabled me and many others to exercise our innovation and non-traditional “muscles” and to experiment and pilot so many cool concepts and services!
But for today…and maybe just this once, I will try to “darken the gray” and toss out my Top 10 that I hope will help everyone with the EXPECTATIONS challenge. CAUTION: Be sure to remember that the 10 ideas come from the “Giver AND Receiver” points of reference.
- Smile and always nicely ask the most specific questions you can put forth. (With EXPECTATIONS, a hostile tone or softball questions will go nowhere.)
- Write down “what do you/they want?” Add appropriate details.
- Do not expect that people will totally “get” your expectations. (They can’t read your mind and have not had the same expectations-building experience you have had).
- Have confidence that people do understand your CORE expectations and you theirs…but never assume.
- Try to display your desired outcomes first…and the expectation actions will evolve more smoothly.
- Refer to past precedent activities/priorities to assist in expectation comprehension.
- Share your expectation questions with co-workers/colleagues. (A lack of expectation understanding or clarity is often a pain felt by many!)
- Don’t assume an expectation for or from someone is equally delegated (Accept that partial expectation assignments are still a statement that you are important.)
- Simplicity Matters!
- Communicate…Communicate…COMMUNICATE all regarding expectation steps.
And if you wanted #11…how about: Be sure to offer a “way-to-go” to those involved if your expectations are met or exceeded. Quality constructive criticism is also helpful if someone falls short.
Learning Moments Podcast: “What Else Mapping”
This episode of the Learning Moments Podcast covers the innovation topic: “What Else Mapping!” Think about it! I’d love to hear your thoughts on this innovation exercise. Email me at mpichla@inspiringinnovationsllc.com or leave a comment below.
TRIPLE III TIME: A Special Innovation
Several times over the past few years the suggested quarterly American Society for Public Administration (ASPA) topic for guest columnists has had special meaning to me. In light of the fact that one of my sons recently joined the Army Reserve and completed basic training this summer, I thought maybe I could offer an article that would contain an idea for the military to consider. Check it out! http://patimes.org/testimonial-recruitment-units-trus-special-military-recruiting-teams/
TRIPLE III TIME: “Does Anyone Hear ME…US?”
Life working on the frontline often has a feeling of isolation. Most times your main line of COMMUNICATION rests with co-workers and first-tier management. Contact and discussion time with those at the top levels of business/organization operations are often infrequent and “courtesy-call-ish” in nature. The resulting personnel activity usually follows a common track:
- Internal complaining
- Business remains stagnant
- Work activity continues but…with minimal leadership influence
- Workplace “hiding-spots” develop for frontliners and top-level leaders (i.e. He or she is just too busy or “Does Anyone Hear ME…US?” anyway)
Well for this TRIPLE III TIME message…I am going to push the responsibility for COMMUNICATION in the direction of the frontliners. Think about these ideas:
- When did you last send a direct request for a meeting with the lead person(s)?
- Have you ever structured a formal agenda to share with leaders as part of your meeting request…IN WRITING?
- Because we live in a SHOW-ME WORLD… what new service/product/operation are you ready to show them?
- Do you make sure your request is all business and not a personal visit moment?
- If you work with a team…are they all involved in the leader meeting request idea?
- Are you prepared for whatever form of feedback may result (i.e. professional discomfort)?
- Is the information you wish to discuss progressive/action-based?
- Have you considered a very specific meeting timeframe (i.e. one (1) hour)?
- What meeting structures have you considered to make sure it can NOT become a whining session?
- Finally be sure to identify the 1 or 2 or 3 priorities for the visit (i.e. take-home ideas)
BOTTOMLINE: Leadership is a two-way street…and as frontline leaders it is more than appropriate for you to take the meeting request initiative.
TRIPLE III TIME: Opportunities of a Lifetime!
Over the years you have heard me comment on and give examples of what I term: Opportunities of a Lifetime! Opportunities like meeting a special person/celebrity, getting an award, traveling to a new spot and/or running into a long-lost friend are just a few examples. If you think back at your own personal history…I am sure you will find many examples that will make you smile.
Today however, I seem to take the time to watch and assist family, friends and colleagues in experiencing their Opportunities of a Lifetime. Some take them for granted…while others don’t recognize them for all that they are. I will admit maybe it’s an age thing…but for this week’s TRIPLE III TIME message I’m YELLING LOUDLY…be sure to celebrate your OPPORTUNITIES OF A LIFETIME!
By taking the time to celebrate your Opportunities of a Lifetime you will:
- Learn a little more about what makes you special.
- Maybe generate a progressive momentum that will serve you well.
- Be reminded of the positive example you are setting for others.
- Realize that in almost every situation YOU are the one who initiates, facilitates and creates the resulting Opportunity of a Lifetime.
So maybe if we all think that today we are creating one next OPPORTUNITY OF A LIFETIME…we will smile all day.
TRIPLE III TIME: What Is A “Culture” of Entrepreneurship & Innovation?
Over the last few months I have been privileged to work with a fun, down-to-earth group who very much want to develop their area community. By develop I mean: (1) the total community as a great place to live, (2) the business arena to expand employment opportunities, (3) the enhancement of education possibilities at all levels and (4) the interest in entrepreneurship. Yes, it is a large challenge…but focusing on only one area at a time…just does not seem effective or efficient.
The “tool” we have developed to facilitate our initiative is an “IDEAS Guidebook”. In simple terms the IDEAS Guidebook walks people through the idea-to-concept-to-product/service process. It is a very inclusive document and has “IT MUST BE FUN!” as its core philosophy. But how is this part of the: What Is A “Culture” of Entrepreneurship & Innovation? TRIPLE III TIME message?
The answer is that when people ask what I am up to these days…I proudly respond that “I am growing a grass-roots Culture of Entrepreneurship and Innovation.” A culture that is based on ideas…ideas from anyone and everyone in the community. A culture that embraces a “partnerships unlimited” practice and a culture where age or status doesn’t matter.
Also when I brag about developing a Culture of Entrepreneurship and Innovation I report that community leaders understand that it (the Culture) must come from inside the community…and not expect culture building commitments from the outside. They also look at their IDEAS Guidebook not as a manual for guaranteed success…but rather a booklet that encourages continuous support for the generation of ideas no matter how big or small.
Remember an idea is only a thought until it is shared with others.
These actions I think are the foundation elements of creating a “Culture of Entrepreneurship and Innovation”. What do you think?
