Jun 7, 2010
Veiled and Moving Targets
Over the years, I've more frequently concluded, "if it can be misunderstood, it WILL be misunderstood." Part of this marathon pursuit of clarity is getting on the same page with the customer, constituent, the client, stakeholder, consumer, co-worker, partner. Many of our federal clients have nudged us to engage in the direction of expectations management when we work with states, jurisdictions, and other entities on the federal dime. It's good prevention!
Agreeing on the goal, the strategy and expectations for roles and accountabilities serves everyone better, it seems to me. Agreeing on mid-stream adjustments protocols as needed, and on the blink-on for when they need to be considered and made is critical in our work.
For example, in the absence of clear and stable targets, we can do a great job with our job accountabilities so we think, but there remains on occasion an undercurrent of discontentment. We may wonder why. Either the expectation was unspoken, or the goal has changed without our knowledge.
That old saying about eye on the prize is of value, if the prize remains stable and clear. We live in a world that begs us to have a least some tolerance for ambiguity. Fair enough. But preserving sanity and job satisfaction have a lot to do with getting on and staying on the same page in understanding our communicated goals. It's really tough to consistently hit a veiled and moving target.
What works for you? How do you ensure your targets are stable and clear?
- JJ
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