Stress manifests as the gap between expectations and reality. In both the consulting and crisis management fields, expectations can vary and shift often. With that in mind, it’s especially important for everyone on our team to think about how we can minimize that gap, both internally and with our clients. This week’s Operations CONSTANT Connections discussion focuses on strategies for bridging that gap for team members, managers, and the organization.

• How Project Managers and Sponsors set the tone:
• Establish clear expectations with the client at the start of the project; monitor and document shifts throughout the project.
• Set clear expectations both across the team and with each team member, including:
• The client’s expectations
• The team member’s role in the project, including level of autonomy on tasks
• Timelines, budgets, and how to communicate about both
• Skill sets they may need
• Support they have and when/how to access it
• Provide constant feedback on where team members are meeting or not meeting expectations.
• Don’t forget the feedback on where team members are aligning – most of the feedback you provide should be reinforcing where things are going well, vs. just pointing out gaps.
• Create open lines of 360-degree feedback to proactively identify gaps in expectations or team members’ ability to meet them. Take ownership of closing those gaps.

• Where all Team Members can exhibit strong leadership by managing expectations:
• Learn the client and PM/Sponsor’s expectations.
• Identify any gaps in your ability to meet those expectations (e.g., bandwidth, capability).
• Think through ways to mitigate those gaps.
• Go back to the PM/Sponsor with your concerns and any potential solutions/asks.
• Communicate your expectations on the project; these won’t always align but are important areas of discussion.
• What do you want your role to be?
• How does the role/project tie to your growth?
• What do you need from the PM/Sponsor to be successful?
• Seek direct feedback on where you are and are not meeting expectations.

What the organization is working on to make this easier:

Building written processes, procedures, and aligned training on predictable core functions. Piloting a fully integrated talent management cycle to help clearly define expectations and how they align with individual and company growth. Incentivizing a culture of open, candid, measurable, and specific feedback.