|
October 2006 |
|||||||
|
Workin' It Managing Your Job Begins With Your Customers' Expectations The working world is divided into two types: Those who serve their coworkers and those who serve their customers. We're all in the same boat: We all have other people's expectations to meet to succeed in our careers. 
The challenge is that some people's expectations are hard to read, always changing, or worse, unrealistic. Hard work can get you a long way — and we're not suggesting hard work isn't the way to go — but at some point, successful workers need to rein in their boss's or customer's expectations, which tend to only go up. If you try to meet everybody's needs all the time, sooner or later, you'll over-promise on what you can deliver or somebody will expect more than you can deliver.Managing expectations isn't the same as keeping expectations low. It's a skill that we learn mostly by "feel" — after all, each customer is different. But it helps to have a framework of communication, planning and execution. Communication Start by thoroughly listening to your customers and the coworkers you serve. Ask questions about their needs. Find out what's really important to them. For some getting it on time is important. For some, getting the work done perfectly would serve them best. Others want it perfect and on time. Talking to people and really listening can tell you a lot about where you should be spending your time. These discussions do something else, too. They give you plenty of openings to subtly explain what you do, which will win you a lot of understanding. Most customers don't expect the impossible. Planning After you've listened to their needs, explain what you can and can't do. This takes some finesse. You can't say, "Well, I've got a lot of other customers right now, you'll have to wait." One tried and true approach is to give them something but not everything. Find out what their most critical need is. If you can hustle a bit to get that done when they need it, often that will buy you a lot of flexibility on other tasks. The important thing is to come up with a plan where you know exactly what they expect and that you both agree on when it will be delivered. Believe it or not, timetables and deadlines are your best friends. Every time you add a deadline to your calendar you've nailed down another important customer expectation. Be specific in your planning. Don't settle for vagaries like "Just get it to me as soon as you can." Execution Once you have deadlines, execution gets a lot easier. Simply, never miss a deadline. Sometimes it can't be helped in a world of computer failures. But, seriously, treat deadlines with the utmost respect. After all, your customers probably are. But there's more to it than that. Execution starts the moment your customer or coworker enters your office with their concern. Try this: Make a list of all the things you expect from all the customers that serve you. Include coworkers, suppliers, waiters, flight attendants, delivery persons and shop owners. What are your expectations? You probably expect things on time, to be treated like your business is important, common courtesy and, surely many more. Make sure you provide a good experience for your customer starting the moment they bring you some more business. |
|
|
|
|
|||
