Tag Archives: managing expectations

Why Employees Must Do More Than Expected

(Even When It’s Not in Their Job Description)

Why Employees Must Do More Than Expected

GUEST POST from Shep Hyken

As customers, we appreciate it when someone we’re doing business with does more than we expect. Even if we don’t consciously recognize it when it’s happening, the value of that “something extra” makes us enjoy the experience and want to come back.

The same thing happens with employees inside an organization. You can usually find someone who seems to be doing more than expected – something that’s not in their job description.

The other night I was at a restaurant that had an outside patio. It looked like it was going to rain, so we opted to eat inside. About 20 minutes later, the sky opened up, and it didn’t just rain. It stormed. The wind blew over the tables and chairs, and one of the umbrellas blew onto the street. Without hesitation, our server, who was dressed neatly in black slacks, a dress shirt and a tie, ran outside in the pouring rain and moved the umbrella and all the tables and chairs into a covered area of the patio. He came back drenched. As he walked through the restaurant, all the customers who had been watching him through the window gave him an enthusiastic round of applause. I also noticed that the manager thanked him for being the “hero of the moment.”

When our server had dried off and returned to our table, I had to ask him, “When you applied to the job, was moving patio furniture in the rain included in the job description?” We laughed, and he smiled and said, “I just do what it takes.”

I loved that answer.

Doing More Than Expected Shep Hyken Cartoon

How many employees do what it takes? This comes in many forms, from working a little later when needed, coming to the office over the weekend if necessary or doing anything outside of a typical job description. By the way, I’m not suggesting employees should not be appropriately compensated for their hard work. They should be. And there’s nothing wrong if employees do only what you hired them to do, especially if they’re really good at it. You don’t want to lose them, so don’t expect them to do more and don’t be upset when they don’t. If you expected more, that should have been discussed and agreed upon when you hired them.

The point is you’ll find people willing to go above what’s expected and those who won’t. As a customer, which employee would you want to do business with? As an employer, which employee would you prefer to be taking care of your customers?

Image Credits: Shep Hyken, Pixabay

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Meeting Expectations Versus Managing Hope

Meeting Expectations Versus Managing Hope

GUEST POST from Shep Hyken

At a recent customer service presentation, the speaker who preceded me said that we must do better than simply meeting our customers’ expectations, and he shared some stories of truly amazing service experiences. Then it was my turn to speak. I didn’t want to contradict him, but I needed the audience to understand that it is impossible to go above and beyond with customers at every interaction. Sometimes meeting expectations is a perfect experience.

In my customer service keynote speeches, I talk about ‘Managing the Moment’. The idea comes from Jan Carlson, and if you’ve been following me, you will recognize this concept. Every interaction customers have with you or your company gives them the opportunity to form an impression. Understanding this simple idea is a good start to developing and/or maintaining your customer service and CX strategy.

I believe you must manage expectations, and if you are even the tiniest bit above average in doing what customers expect, your customers will love you, give you high ratings, and refer you to their colleagues and friends. The key to being successful with this idea is to be consistent. You want customers to say things like, “They always are knowledgeable,” or “They are always so helpful.” The word always followed by something positive, typically an expectation is what you’re going for.

Shep Hyken Expectations Cartoon

So back to the idea of just meeting expectations. Some people confuse expectations with hope. Here’s what I mean by this. If I call someone for help and leave a message, I expect them to call me back, and I hope they will return the call sooner rather than later.

Let’s say I’m called back within an hour. I’m pleasantly surprised because the person met my expectation of the callback and did it in the timeframe I hoped they would – maybe even a little sooner.

Most customers won’t analyze the experience quite this way, but it is exactly what they want – or hope for. They will, however, notice that the call was returned quickly and may say, “Thanks for calling me back so quickly.” The returned call was expected. The comment about “quickly” indicates their expectations were met or slightly exceeded. And if you do that every time, the customer will use the always when they talk about you and describe the experience by saying, “They always call me back quickly.”

Let’s flip this around. I believe most customers hope for a great experience, but not necessarily an over-the-top or above-and-beyond experience. And based on their typical experience with service laggards, they, unfortunately, don’t have high expectations. So, whenever you meet or just ever so slightly exceed what your customers hope for, you’ve created a positive experience that gets them to say, “I’ll be back!”

Image Credits: Shep Hyken

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Navigating Diverse Expectations of Inter-generational Workforces

Navigating Diverse Expectations of Inter-generational Workforces

GUEST POST from Art Inteligencia

In today’s dynamic professional landscape, organizations are increasingly characterized by a unique composition of inter-generational workforces. This fusion of Baby Boomers, Gen X, Millennials, and Gen Z in the workplace offers immense potential for innovation, provided that leaders understand and navigate the diverse expectations and work styles inherent to each generation.

Diverse Expectations in the Workplace

Each generation brings its distinctive perspective shaped by the world events, cultural shifts, and technological advancements they have experienced. Here are some condensed insights into the expectations and characteristics of each generation:

  • Baby Boomers: Value job security, loyalty, and are often motivated by position and titles.
  • Generation X: Appreciate work-life balance, are independent, and often act as a bridge between older and younger employees.
  • Millennials: Seek purpose-driven work, value collaboration, and prioritize digital communication.
  • Generation Z: Are digital natives, expect rapid feedback, and value diversity and inclusion highly.

Case Studies

Case Study 1: Tech Innovators Inc.

Tech Innovators Inc. is a rapidly growing technology firm with a vibrant mix of employees across generations. The company noticed a frequent clash between the collaborative approach of millennials and the more structured communication style preferred by Baby Boomers.

To address this, the company initiated a mentorship program where employees from different generations were paired together. The aim was two-fold: older employees gained insights into digital collaboration tools, while younger employees learned about industry history and strategic planning.

The result was a harmonious blend of traditional experience and modern efficiency. Productivity saw a notable increase, and employee satisfaction metrics rose by 20%. The mentorship program became a cornerstone in fostering an inclusive and resilient workplace culture.

Case Study 2: GreenFuture Energy

GreenFuture Energy, a leader in sustainable solutions, faced challenges with inter-generational team dynamics, primarily the differing expectations around feedback and professional development.

In response, GreenFuture implemented regular “feedback forums” where real-time feedback was encouraged across all levels. Each forum was designed to be a safe space promoting open communication, facilitated by trained mediators to maintain respect and constructive dialogue.

This initiative empowered Gen Z employees to express their innovative ideas and receive guidance, while Baby Boomers and Gen X provided context and depth through their rich experience. As a consequence, team initiatives became more innovative and execution rates improved by 35%.

Strategies for Navigating Diverse Expectations

To harness the potential of an inter-generational workforce, organizations must adopt intentional strategies:

  • Foster Open Communication: Encourage transparent dialogues where all generations feel heard and valued.
  • Promote Inclusive Leadership: Develop leadership teams that reflect the generational diversity of the workforce.
  • Provide Tailored Professional Development: Offer training programs that cater to the distinct learning and career growth needs of each generation.
  • Leverage Technology: Use digital tools to bridge communication gaps and streamline collaboration across diverse teams.

Conclusion

Successfully managing an inter-generational workforce requires more than understanding generational stereotypes. It demands a genuine commitment to building a culture of inclusivity and adaptability, where diverse expectations are not just acknowledged but leveraged for organizational growth. Through strategic initiatives and open-minded leadership, companies can transform potential inter-generational hurdles into opportunities for innovation and enhanced team synergy.

Extra Extra: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Pexels

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