But it just doesn’t always work out that way. Without this expectation, you might feel less motivated to try. Most people want to believe that effort pays off, and that’s understandable. When your annual review comes up, you get plenty of positive feedback but only a small salary bump. You give 100 percent, volunteering to help coworkers and speaking up with new ideas.Īnd yet, someone with more seniority gets that promotion. ![]() Maybe when you show up at work, you really show up. It’s a common belief that throwing yourself into something will yield positive results. Other expectations, like the ones below, might be slightly less grounded in reality. For example, this would be a perfectly realistic expectation: “With good communication, my partner and I can work out most minor relationship conflicts.” Some of your hopes might reflect things you can absolutely achieve. If your strength is being a visionary, use that vision to attract a complementary partner, and make it a win-win opportunity for both of you.When do hope and optimism become unrealistic expectations? There’s no cut-and-dried answer, but looking at some common examples can offer some insight.īut first, let’s clarify what expectations are: They’re things you want to achieve or believe life will grant you. I’m a proponent of capitalizing on your strengths, rather than focusing on fixing your weaknesses. But in my experience, very few entrepreneurs have the bandwidth to make this work, and the adapted entrepreneur ends up doing both jobs poorly. Of course, many will argue that the visionary entrepreneurs can simply fix their shortcomings, and thus save resources by satisfying both roles. They enjoy the coaching and development role, and are able to match work assignments to people’s strengths, promoting both people and company growth. Here also the solution usually is a partner with prior experience, who has learned how and when to hire real help, and implement metrics and processes to measure results. They are usually too self-centered to see the need for developing skills and leadership in the other members of the team, or building a succession plan. Idea people are so bright that they don’t see the need to leverage the capabilities of others, or hire people smarter than they are in any given domain. Tends to hire helpers and not develop talent.When a major initiative is undertaken, they will anticipate the ripple of implications across the organization. They enjoy being accountable for profit and loss, and for the execution of the business plan. ![]() Even communicating the vision itself can be quite a challenge, since it’s so crystal clear in their head that they can’t imagine having to repeat or clarify for others.īalance here comes again from the operational expert, who is very good at leading, managing, and holding people accountable. Visionaries typically don’t like running the day-to-day of the business on a long-term basis, and aren’t good at following through.
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