| Â | | | | since the talent always promised the client that |
| Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Expectation | | | | whatever task was given will be completed |
| Management | | | | immediately which ideally the team could not complete |
| Â | | | | in the stipulated time. This is the right example of "Over |
| "If only I had your experience", uttered the youth. "If | | | | commit under deliver". Then this team was put across |
| only I had your age", retorted the one with experience. | | | | various management trainings and then the talent pool |
| In every person's career, there are times when earning | | | | realized the real management scenario and techniques. |
| takes precedence over learning and times when | | | | After which this team started "Under committing and |
| learning takes priority over earning. What satisfies the | | | | over delivering" that really made the clients happy and |
| heart, what leaves it dissatisfied, why it gets transfixed, | | | | satisfied, which helped in transitioning other processes |
| why it moves on, why it chooses to drop, what it | | | | as well and today without this team the ENTIRE US |
| chooses to drop…there are no reasons behind it. | | | | offices cannot work even for a single day. BUT if this |
| After all, human is not a creature of logic, but a | | | | team would have not realized of what is expected |
| creature of emotions. | | | | from them and not worked on expectation |
| An organization not being compatible with one's | | | | management framework it would have been a BIG |
| personal needs and necessities does not make the | | | | failure to the Indian office. This team today has lot of |
| organization wrong. It's an issue of chemistry not | | | | success stories and keeps rocking in all possible ways |
| working, not a matter of who is right and what is | | | | that they can. |
| wrong. You cannot stand under a coconut tree and | | | | So the moral is no matter wherever you are, |
| expect mangoes. What even more foolish is blaming | | | | whatever the job you do setting the right expectation |
| the coconut tree for not fulfilling your expectations. So | | | | is required for everyone. One can set the expectation |
| either change your expectation according to the tree | | | | for themselves in whatever the work they do so that |
| or find a tree according to your expectations. | | | | at the end they are happy and satisfied of their work. |
| People are what they are. An organization is what it is. | | | | If you want a successful progress in your life, here are |
| Life is what life is. You expect an organization to be | | | | some simple ways. |
| other than what it is and get frustrated with it. If you | | | | - Define your expectations (more often we ourselves |
| think no organization is giving you the right work | | | | aren't sure of what we are expecting) |
| environment, then why don't you start an organization | | | | - Clarify your expectations explicitly. |
| of your own and run it on your terms – create the | | | | - Incase, if your expectations aren't fulfilled, check if |
| environment you want. | | | | you are expecting mangoes from coconut tree. If you |
| The famous management quote for Expectation | | | | find you are expecting coconuts from coconut tree, |
| Management is "Under commit over deliver". One who | | | | then keep communicating long enough; keep clarifying |
| fixes this in the mind will always lead to the doors of | | | | your expectations patiently. |
| Success. A simple example to know more facts of | | | | Sure enough patience and perseverance will eventually |
| the above quote, I work in a HR support centre where | | | | bear fruit. |
| we started the process with 7 members and the | | | | If this is not the case, for instance where you cannot |
| trainings were given from US, the team was well | | | | change the tree, learn to accept coconut tree as |
| matured and know what they wanted. This team was | | | | coconut tree and change your expectations according |
| always successful because we under committed our | | | | to the tree. |
| clients and always over delivered which ideally made | | | | Know what's going on and tell the people who care. |
| the clients happy and they started to transition more | | | | Nobody likes surprises. Involving people earlier versus |
| processed to us. At one point of time the client | | | | surprising them later tends to be more effective over |
| decided to transition more than 50% of work to us | | | | time, for both building trust and for managing |
| and we were in a situation to recruit huge number of | | | | expectations more effectively. |
| talent pool. The new team was named as Talent | | | | Above all, the greatest learning in expectation |
| Delivery and the processes started flowing one by | | | | management is – turn all the expectations you have |
| one. Since this team was new and many of the Talent | | | | of the world onto yourself. When expectations are |
| had less experience and less management techniques | | | | directed towards the world, your progress is at the |
| their expectations were not set right. | | | | mercy of the world. Turn them onto yourself, and you |
| There were lot of disturbances and confusions initially | | | | will be in control of your life. |