Technology, Truth, Integrity, and Honesty – Keys to success in the new order – Part 3

Finally, I would like to discuss counterfactual thinking for high expectations. At face, high expectations would seem to be a positive driver in the current order. However, high expectation or a desire for excellence is only of real value if the goals are realistic and obtainable.

Question: How do we deal with high expectations?

Answer: Think low expectations!

Often, we exaggerate what we can deliver to make the sale. However, exaggeration leads to heightened expectations that cannot be fulfilled, leading to dissatisfaction. Ironically, even if we deliver on our exaggerated promises, our customer’s expectations were at that same level, leading to marginal satisfaction or dissatisfaction. Unfortunately we know we can’t “under-sell” (develop Low Expectation) because the customer won’t easily see the benefits and probably won’t be motivated to buy. So, what do we do?

The answer is simple – we tell the truth.

The “truth” is more valuable now than any other time in human history. The truth creates trust and loyalty. Most people would prefer to know the truth (good and bad) before entering into any relationship or business transaction. All of us have been marketed up to the eye-balls and are weary of false claims from false prophets. Low expectations are about authentic and honest communication at all times. Furthermore, in long-term relationships, maining realistic expectations is about regular communication.

I see this communication occurring as a matter of business process and at times when “direct interventions” are required. Communication can be provided via information access (i.e., the customer can log-in and access the current state of their transaction or file), through automated responses (e.g., letting customer know their particular order is being fulfilled and it has not been forgotten), or through 1:1 communication (e.g., via email, discussion list, or telephone). Overly high expectations can only be managed with honesty. This may seem like poor market positioning in the short term (against those who do overly exaggerate and can’t deliver). However, in the long-term, your products and services will be valued because you do what you say you can do consistently, nothing more, nothing less.

Knowing and doing

As a business researcher, I often wonder why people know what they should do, but don’t! My challenge to you is simple – are you taking conscious steps to change yourself? Counterfactual thinking is a process of “destructive creation” where we go back to first assumptions and try to see the world in a different way. Managers must model these behaviours in an organisation and processes need to be remodelled to accommodate innovation and change. Furthermore, employees who actively seek to express these values should be encouraged. These sentiments may sound obvious, but many managers in many organisations work actively against fundamental change – even when it is sorely required.

I intend to look at change a little closer in the next couple of posts, with the view of providing you, as managers with insight as to how we can turn the tables on this problem and reap the reward of greater productivity and economy of effort.