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Under-Promise and Over-Deliver for Clients? BAD Idea (Episode 30) Trust Matters,The Podcast

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Welcome to the newest of Trust Matters, The Podcast. Listeners submit their personal questions about professional relationships, trust, and business situations to our in-house expert Charles H. Green, CEO, Trusted Advisor Associates and co-author of The Trusted Advisor. 

For our 30th episode, a tech expert asks if it is a good idea to OVER-DELIVER for a client and exceed their expectations.

This week’s episode touches on our own reputation, business development, and managing client relationships.

To learn more about the topic of managing expectations, read this blog post:

DON’T Always Exceed Expectations

We’ll answer almost ANY question about confusing, complicated or awkward business situations with clients, management, and colleagues.
Email us at: [email protected]

We’ll be posting new episodes every other week.

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Don’t Manage My Expectations

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“An expectation is a pre-meditated resentment.”  So goes one interesting saying aimed at managing our own expectations.

But what about managing others’ expectations of us?

  • Have you ever done a small extra favor for a client, just to show your good will, and then ended up getting called out for not doing it repeatedly – even though it was outside the scope of your original contract?
  • Have you ever over-promised in an attempt to close a deal or a budget?
  • Have you ever under-promised in order to make sure you could over-deliver on a contract, or a sales target?

Setting expectations is a major issues in our professional relationships. All these situations are fraught with peril – let’s just focus on the third as a case example.

Always Exceeding Expectations

You know this one – the mantra to ‘always under-promise and over-deliver,’ perhaps as a way to achieve customer delight. Problem is – if you consistently under-promise and over-deliver, you are,  in an important sense, lying. You are deliberately telling your customer (or whomever) one thing, and then doing another. How else to describe that form of managing expectations?

Over time, this destroys your credibility. Whether it’s stock analysts looking at your quarterly guidance, or employees expecting you to top last year’s ‘surprise’ holiday bonus, once you say one thing and do another, the only expectation you’ve ‘managed’ is the expectation that your future behavior will resemble what it was – an intentional sandbagging – not what you said it would be.

And so the party you’re trying to influence makes their own mental adjustment to counter-balance your expected over-delivery– negating your attempt at ‘management.’ Except that another degree of uncertainty is added on each end.

Managing Attitudes

There’s no question that a good attitude helps with life. Measured optimism, a propensity to trust, a positive outlook – all these increase the odds of positive interactions with others. Whether you expect ill or good of another person, that’s probably what you’ll get.

But what if an entire generation is raised the Lake Wobegon way, believing they’re all above average? What if self-help affirmations are of dubious benefit because on some level we don’t believe what we’re trying to tell ourselves? What if corporate and political spin get so bad that they destroy our trust in the very institutions and people who are seeking to manage our expectations?

Attempts at managing attitude are ultimately seen as patronizing. Whether it’s “don’t get your hopes up,” or “you should feel really good about this,” we resent others doing our feeling for us. We want the right to determine our own reactions, therefore our own attitudes.

Managing Expectations the Right Way

It is true that bad surprises are not a good thing. It’s also true that expectations aligned with reality (or slightly more optimistic) are preferable to living in a fantasy world. The problem is not with the noun ‘expectations.’ It comes with the verb – it matters who does the ‘managing.’

I want to manage my own expectations. You can help me by telling me the truth. That means six things:

  1. Be transparent. Get way past just not lying to me. Tell me all the truth you have access to. Make it a policy to give me access to data-without-interpretation.
  2. Prove to me – over and over – that I can depend on you. Promise me lots of little deadlines and meet every one of them – precisely, on the money, not ‘over-performing.’ Do exactly what you said you would do.
  3. Trust me. Share things about yourself with me that I could misuse against you, take risks on me that allow me to over-perform. Because then I have a chance to prove to you how competent and trustworthy I am.
  4. Respect me. Give me the data and let me make up my own mind how I feel about it. Don’t spin me, don’t tell me how I should feel.
  5. Be straight with me. If you do see my expectations careening out of control, and you think I’m about to make a serious error, then pull me aside and tell me straight; don’t sugar-coat it.
  6. Hold me accountable. Call me on my bullshit; confront me when I fail to deliver on time; be forthright with me when I let you down. And let me know that you expect me to do the same.

The best way for you to manage my expectations is to leave their management to me – that’s hard enough.

DON’T Always Exceed Expectations

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Many of us go around repeating a mantra that we think is self-evidently correct: Under-promise and over-deliver, we say. Always exceed expectations.

There is a website ExceedAllExpectations.  Another website, HowTo.gov, tells governmental agencies to use metrics to exceed expectations. And as you well know, it’s a common mantra in business.

Not so fast.

Why Always Exceeding Expectations is a Bad Idea

Think this through. If you intentionally exceed a customer’s expectations, then you intentionally misled your customer about what to expect. If you make that a habit, then frankly, you’re a habitual liar.

Think that’s too strong? Think it through the next step. When a customer habitually gets more than they were promised, what’s such a customer to think?  That’s easy – that you’re constantly sandbagging the quote to make yourself look good. And they will naturally start to bargain with you about the expected results and/or the price.

When you make a habit of exceeding expectations, you are training your customers. You are training them to expect you to under-promise and over-deliver. And they are not dumb, they learn quickly.

You have trained them to doubt you, to suspect your motives, and to disbelieve what you tell them in the future.

Proof from the Market

In yesterday’s bi-weekly newsletter TrustedAdvice, I included a link to a video clip about this idea. (By the way, if you’d like to get TrustedAdvice via email, click here to subscribe).

Within minutes, I heard from two readers, with very interesting comments.

From Reader 1
I have learned this time and time again, but I want to please my clients, so I repeatedly try to exceed client expectations – only to find the clients coming back and demanding more and more.  The fact is, I set myself up for failure, as you cannot give more than 100%. I end up getting frustrated because then clients generally speaking don’t appreciate it when you do give them 100%, they just expect more and more of you and your time.

and Reader 2 adds another wrinkle
My company has exceeding expectations built into its DNA, a by-product of yours truly (though I am so much better now than I used to be). It has created more damage than you’d ever think. Not just in terms of clients expecting more for less, but in a shop that can never truly feel good about itself just for doing a good job, always feeling we could/should have done more.

“Always exceed expectations,” despite frequently coming from good motives, actually succeeds in destroying trust, with customers and employees alike.

So – don’t do that.

Instead, do what builds trust. Tell people exactly what to expect, and then deliver that. Period. After all, that’s how you develop a track record or being credible and reliable. That way your motives are never in doubt. That way you get known for being not only a straight shooter, but a particularly good estimator.

Basically, tell the truth. It’s always a better policy.