Great Expectations, Part Sixteen: Follow Through

By Sanya Weathers

The thing about expectation management is that it’s not complicated. For example, the central tenet could be described as “doing what you say you are going to do.” But for all its simplicity, it requires a great deal of institutional back up in order to make it happen. Let’s break it down:

–    “Going to do.” The company needs to believe in planning, as opposed to wandering around in a creative fog hoping that magic will happen.

–    “Doing.” Not only is project planning required, but someone of sufficient authority must require a few dozen free spirits (many of them in their first industry job given the rate at which the industry chews up entry level personnel) to stick to the plan once it is made.

–    “Say.” There needs to be buy in at the senior level of the company that agrees that someone should express the plans to the community. There also needs to be a commitment to a particular degree of information sharing. If there is disagreement at the senior level, from the customer’s perspective information will flow in fits and starts, and periodically disappear entirely. This is a good way to create a schizophrenic community.

If you are fortunate enough to be a community manager at a company with a philosophy that includes planning and communication, there are two more things to consider:

–    Plans change. If you’ve communicated a plan and it changes, say so. If you won’t be able to say so without jumping through hoops, revisit the “say” section above.

–    Don’t hedge except in emergencies. “Soon” to a customer means within the week. “In the future” means within three weeks. If the thing you’re talking about is so far in the future that you’re afraid to say anything, don’t weasel – say “I don’t know.” Then make a note, and come back to the issue.

But you can’t go wrong by following through.