Paul Syng’s SQUAD
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Chapter Six
What To Expect
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Read Time: 4 Minutes 30 Seconds
Hello
Welcome to Chapter Six of SQUAD. Access the Locker to read old Chapters or T—S—F to download 365 open files. (Password: topgun)
I think it was Bruce Lee who once said, “I’m not in this world to live up to your expectations, and you’re not in this world to live up to mine.”
Bruce has a point, but you and I know that it’s easier said than done. And plus, we’re never playing table tennis with nunchucks.
Today we’re talking about, you guessed it, managing and setting expectations.
When clients, who’ve seen your existing work, come knocking at your door, they have expectations—of what you can and can’t do for them.
When prospective employees, who’ve heard about your company culture come looking for a job, they have expectations—to do good work and be challenged professionally on a daily basis.
When people of the opposite sex hear about your all-around likeable persona and voracious capacity to listen, they have expectations—on how you could become a valuable asset in their life.
And there you are centre stage—juggling flaming bottles of expectations—feeling the heat, putting on a spectacle.
Too—many—em—dash—huh?
Congratulations on setting the bar on fire. Not only are people impressed, but they are lining up to shake your hand and grab a selfie.
And this mischievous character, on your far left, dressed in a blood red sheath, itching to take you home—cuts in line. It’s Scarlett Johansson meets Sofia Vergara.
At times I find myself in situations where things don’t unfold as per people’s expectations or mine for that matter. And no one but me is to blame.
Having said that, on times when it works impeccably—and all my ducks are in a row—it is the result of meticulous negotiation.
And here’s my little recipe (in the first part of a series I will continue on an undisclosed schedule) slash understanding of managing everyone’s expectations.
Begin by setting the bar extremely low, making the smallest promise upfront–keeping the commitment as lean as possible.
For clients—who might have unrealistic ideas of success by commissioning cosmetic design efforts—be honest on outcomes. A fancy new website isn’t solving sales issues trenched in poor production and distribution.
Avoid overbooking yourself. Here’s what happens. By doing so you know you can deliver on a promise you’ve made with breathing room. It takes the pressure off your shoulders.
I can tell you I am currently overbooked, and having to play ketchup isn’t cool.
Not overcommitting allows a margin for error and an opportunity to deliver over and beyond. But even if you don’t go above and beyond the previously committed assignment, that’s ok. No one is expecting the universe.
“I know you’d do the same for me,” what Robert Cialdini of the Influence suggests as an alternative response to “You’re welcome” when doing someone a favour holds another treasure.
Say you’ve helped someone—or your friend—get out of a financial pickle. A natural expectation could be getting help in a situation “deemed” of equivalent value in return if you’re the sort keeping a tab.
And if the same person or friend denies you a loan in a time of need, you’d be shattered. But, instead, not expecting the same thing in return is better than not having any expectation at all.
People respond organically and not in a linear fashion. That friend or individual might get you out of a traffic fine or get you a new job because you helped him/her out financially that one time.
We can rightfully adapt Sylvia Plath’s, “If you expect nothing from somebody you are never disappointed” to “If you expect something from somebody don’t ask for your money back because disappointment sucks, bruh!”
In Other News
A few weeks ago, Loveurope Group, a UK-based advertising agency, contacted me after seeing 365 on Ello, to take over their Instagram page for a week.
The week has arrived. See the page. (I know it’s not ketchup, okay.)
I also spent the last three weeks working as a contract designer with Puncture, a branding & design studio based in Toronto. The resemblance to H Degree, a company I co-founded and left, is uncanny.
Plus, the founders of both studios look identical—Spencer and Harkirat—standing at six feet, long hair, beard, fair complexion and designers by habit.
Lastly, I want to share this lovely article by Yann Girard on “Why No One Reads Your Stuff.”
Before we go our separate ways
I encourage you to fill out this survey. Tell me a little bit about yourself, it only takes sixty-two seconds. Your suggestions are appreciated and help me shape and improve the SQUAD.
Share your views on today’s Chapter either by replying to this email or tweeting me. Always happy to improve, learn and answer your questions.
Have a happy week!
Yours truly,
Paul Syng
