Am I the only one struggling with this? Lately, I’ve had a few suppliers (both privately and professionally) who fail to live up to their promises. I also hear the same frustration from clients: employees not keeping appointments, responding late (or not at all), postponing meetings, or staying vague in their communication. The most frustrating part? They don’t manage expectations.
How do we get them to move? Are they simply too busy? Whenever it happens to me, I feel I’m not being taken seriously. Do you recognize that? The result: I’m left with feelings of uncertainty, irritation, and extra work.
Why managing expectations is so difficult
Many people find it hard to be clear.
They don’t want to disappoint others.
They are afraid to say “no.”
Or they simply overestimate what they can deliver.
The result: they promise too much, casually say “no problem,” and later realize they can’t deliver.
What’s missing is ownership. The ownership to communicate clearly and honestly—even if the message isn’t pleasant.
How to manage expectations well
• Be crystal clear from the start
Don’t just say what you’ll do, but also when and how. For example: “I’ll deliver this document by Friday 12:00. If it’s later, I’ll let you know by Thursday.”
• Say ‘no’ or adjust in time
Managing expectations doesn’t mean doing everything asked. It means being honest about what is and isn’t possible.
• Overcommunicate rather than undercommunicate
A simple update like “I’m working on it, you’ll hear from me tomorrow” avoids frustration and builds trust.
• Make agreements measurable
Avoid vague promises like “as soon as possible.” Instead say: “I’ll call you back Tuesday at 10 a.m.”
And if the other person doesn’t do it?
What if your employees, suppliers, partners, or colleagues don’t apply this?
• Set the bar: Make explicit what you expect in the collaboration, so the other knows the standard. Example: “I find it important that you inform me in time about delays. Can you commit to that?”
• Address it: If someone doesn’t follow through, don’t let it slide. Name it concretely: “This is the second time I had to call you. I expect you to take the initiative next time.”
• Choose consciously: If someone structurally fails to deliver and doesn’t manage expectations, ask yourself: do I want this collaboration? And if it’s an employee: do I want to continue with them?
The benefits of proper expectation management
When you manage expectations well yourself—and demand the same from those around you—something powerful happens:
• Less noise
• More trust
• Stronger relationships
• A culture of mutual reliability
• More peace of mind
Conclusion
Managing expectations isn’t a “soft skill.” It’s hard business. It determines whether you sit at the table with the right people—or keep putting out fires endlessly.
