Volume XXIII, Number 24 (Issue 1133) | June 16, 2025
Setting Expectations
A few weeks ago, I shared that Sandy and I and our two dogs had moved into a hotel while repairs are being made to the main living area of our home. Those repairs were necessitated when a tiny plumbing leak went undetected until our wood floors began to buckle. On a positive note, throughout this disruption, our insurer and their claims adjuster have been responsive and accommodating, i.e., great to work with. Likewise, the contractor and their subcontractors have done top-notch work. Unfortunately, the fly in the ointment has been the number of deadlines (read: estimated/promised delivery/installation dates) that have come and gone without material progress. A synopsis of our reality: expectations set; expectations unmet.
At times, the delay has been due to the availability of materials. Other times the problem has stemmed from crew scheduling conflicts. Sometimes it has been a combination of the two. Regardless of the source, while some challenges were to be expected, it does not lessen the frustration we have felt when it meant more nights away from home and major variations in our routine.
Friends who had gone through something similar told us the initial target date (five weeks until we would be back in our home) was unrealistic. They were right. A few said the rule of thumb was it would take fifty percent longer and cost at least twenty percent more than planned. So here we sit at seven weeks and counting; but I am pleased to report there is light at the end of the tunnel.
If you have experienced something comparable you know firsthand how frustrating it can be when expectations go unmet. Conversely, most of us also know that when expectations are met, better still exceeded, it makes for a highly satisfying outcome. That is why some organizations make a
practice of over-estimating delivery dates. In effect it guarantees they will exceed expectations. I am not suggesting that you sandbag budgets. But as a student and practitioner of project management, I also know that not everything is within one’s control which is why buffers are factored into timelines.
I would add one more thing to this commentary on expectations. When it comes to interpersonal dynamics, like with a spouse or significant other, a parent and child, or a work relationship, expressing and agreeing to mutual expectations is one of the best things we can do. Honest and timely communication, as is usually the case, is the key. A fitting example of that is when a manager sets expectations for their people while also permitting their people to express what they expect (want) from their manager.
Looking back on a number of my relationships, I wish I had learned this principle a long time ago. It would have avoided considerable frustration for all involved.
Soli Deo Gloria
“The Lord said, ‘Behold, they are one people, and they all have the same language. And this is what they began to do, and now nothing which they purpose to do will be impossible for them.’” Genesis 11:6
J. Keith Hughey
Mobile: (210)260-0955
E-mail: keith@jkeithhughey.com
Website: www.jkeithhughey.com
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Copyright 2025 by J. Keith Hughey. All rights reserved. Permission is hereby granted for reproduction and redistribution of this essay as provided under the copyright laws of the United States of America. Recent issues of Musings may be found at www.jkeithhughey.com. Your comments are always welcome.