Here is the third in a series of insights from Michele DeMeo, former CS Director, HPN Editorial Advisory board member, FDA special employee, product developer and independent consultant. Michele can be contacted via LinkedIn.
If balancing expectations were easy committees, marriages, friendships, projects and other avenues would never fail or always would come to fruition as fully desired. That is an unrealistic expectation. However, what is possible are outstanding results, just the same. They may look different than what may have been originally envisioned, but none-the less be on-target.
The questions that surface are these: How do we merge our personal work ideas with larger or different plans of others? Can we compromise enough as to not disrupt the ultimate plan that seems to be best for our own department? Will changing expectations mean to others we are not as focused or committed? How do we find the right balance that services the most the best?
These are questions that must be answered before the real work begins of taking what was originally anticipated and shifting it to meet others along a varied spectrum of options that may not have been thought of initially.
Here are a few ideas to consider:
· Ask yourself what criteria was used to even think of your initial expectations (were they realistic to even begin with)?
· If you compromise on what you believe is the only thing or only correct method, what will happen if something else were to be rolled out? Are you able, for the good of the group, department or facility to let your ideals go a bit, if in the long run a better outcome will prevail?
· Are you able and willing to continually challenge your own professional motives and shift as needed? If not why not? Shifting expectations and coming to a fair and reasonable compromise can be more rewarding when all key stakeholders are included and interest is focused on larger more substantive goals.
To ensure that this does happen, we must be open to the fact that others’ experiences, needs, skills and ideas (used to craft new or different goals) are possible. Only then can true collaboration be realized and expectations be more in line with what is best for all.
About the Author
Michelle DeMeo
Michelle DeMeo,CPSDT, CRCST is an independent consultant and retired HPN Editorial Advisory Board member.
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