When I come into an organization, I make it very clear what my expectations are of the teams I will be working with and how I want things to proceed. On the other hand, I always want to know what their expectations are for me as someone who is going to manage the project. When you manage expectations, you can manage people.

What do you expect from me? Well, certainly, you should expect me to come in and replace your executive or VP because I know everything. No! This is a latent, or not so latent, fear that is common in clients and teams. The truth is that I’m here to help them get their project done and achieve their goals. When that’s done, I’m done. I don’t plan on taking over anyone’s desk; I have enough to do, I don’t want your job!

I do not compete with my clients; I’m not trying to impress you with my outstanding knowledge of your business. You know your business; I know how to help you succeed. I am highly consultative; that is, I consult with my clients, not to them, and this is really where the value of the engagement lies. The biggest contribution I can make to you and your organization is managing expectations across your project, from the team level to senior executives.

I set expectations and work (facilitate) with the team to figure out how to do the job. When clear lines of authority are developed, the team’s driving project components are engaged and they know they are accountable for the delivery of their product streams. I hold them to it; this is what I expect from you.

When you hold people to expectations that are designed to meet an ultimate goal, you are setting people up for success. I’m giving them the tools that they need to grow within this project, and after. What I expect is that they will take these tools to the next project.