Perception isn't the only thing that commands reality...

I will go out on a limb and assume almost everyone has heard the saying "Perception is reality".

Simply put, this reminds us that the reality of something can be highly influenced by people's perceptions, and that reality is more than just something absolute — Sure perception and reality are aligned when looking at what will happen if you fall off a ladder... but what about the success of your current politician; what is the reality of that?

Hmmmm, this is about to become more of a philosophically charged segue than I anticipated but I think I can head it off before we go down a deep dark bunny hole — As much as perception can command reality, so can expectation. There you have it, not the smoothest transition, but a transition none the less.

Expectation: A case in point — 

A meeting is held and it is decided that someone will finish a task by Friday. An expectation is created.

Because very few things exist in isolation, the task will allow further things to be done on the following Monday, which in turn will allow for activity on the Tuesday, Wednesday, et cetera... all of which is built on what was to be done the previous Friday. More often than not, advanced preparation is taking place in anticipation of the expectation; real work is being done and reality is being created due to this expectation. If the Friday task is completed then reality continues, but if it is not, reality is compromised and generally people aren't happy.

This is a very simple and linear example, and although we know the real world meanders much more, I don't think this makes the point any less valid. 

Expectations, once created are very real, and once created, need to be met. If they are not met, more often than not there are negative consequences that are also very real; another reality that expectations command I suppose. Theoretically speaking all expectations can be influenced, but in reality there are some you will have influence on, while others are thrust on you and influence is unlikely. 

For those expectations thrust on you —

• Understand if you have any influence on the expectations (and if so, try to influence them).
• Understand the objectives behind the expectations.
• Understand the expectations in detail, including the context and the timeframes involved.
• Ensure you discuss and review resources needed.
• Clearly understand the impact of not meeting expectations.
• Work really, really hard to meet the expectations you have been given.

For those expectations you can influence see above, as well as —

• Engage in the development of the expectations... don't miss the opportunity to influence and even set expectations.
• Remember Murphy's Law... work a "hedge" into any schedules and deadlines because you never know what will happen.
• Remember the very popular motto, "Under promise, and over deliver".

And remember, if you are the one asked to set the date for the expectation, whatever you do, don't miss it — That is just adding insult to injury,

iamgpe

I always like when someone suggests, "I won't be able to do it".

The other day I was in the middle of something and overheard someone say, "He won't be able to finish it tonight" — I was so energized by it!

And here comes the context...

I have acquired some property and building anything permanent is a few years off; in the meantime I want to set up a "Glamping" site so we can enjoy the call of nature in relative comfort, as well as have many of the amenities that make up modern life.

Glamping /ˈglæmpɪŋ/ :

noun: a form of camping in which participants enjoy physical comforts associated with more luxurious types of holiday.  Word Origin — blend of glamorous + camping.

This will involve a large festival tent, queen sized bed, a wood stove, bathroom facilities (including a shower with hot water), an outdoor kitchen and sitting area, as well as available solar power. The only thing that will be lacking is running water  — I suppose I will have to rough it.

As with everything you have to start at the beginning, and in this case the beginning is a platform for the festival tent to rest on. In this particular case the whole thing is meant to be semi- permanent, so the plan is to make the platform out of nine 6' by 6' sections, bolt them together, and put decking on top... this offers the option of dismantling the platform to move at a later date — It was a conscious decision to compromise some stability for portability. I needed 54 (2" x 4" x 6') pieces of pressure treated wood, a bunch of wood screws, a chop saw, and a drill to build what would make up the frame of the 324 square foot platform. Each section would consist of two 2" x 4" x 6' pieces and four 2" x 4" x 69" pieces (3" cut off a 6' piece).

The assembly process started at about six o'clock on a Friday night.

As you can appreciate the first couple of sections took time to assemble as we worked out optimizing the process; overall it wasn't a difficult activity but rather repetitive and definitely tedious. As my helpers began to fade into the background and as talk of having dinner started, I overheard someone utter the words, "He won't be able to finish it tonight". Ultimately, after a quick dinner, I found myself alone in the garage finishing the remaining sections. By ten o'clock all nine sections were complete, the person who suggested that I wouldn't be able to finish all the sections was long gone, and I was now ahead of schedule; attaching the nine sections the next day would be a relaxing activity.

Was any of this difficult? Not really, but it was an exercise in advanced planning, having the right tools, and the desire to get it done. What was said became the motivator to "get it done ahead of schedule".   

In the end, my little project offered up the components for getting something done —

• Planning (this includes a time and event schedule).
• The right tools (or resources).
• The desire to do it. 
• The motivation to get it done.

It seems motivation is the fuel that makes something happen, and for me, when someone suggests, "I can't do something", it seems to be motivation of the high-octane variety.

Don't ask me why.

iamgpe

At first I didn't understand it... but then I thought about it.

Recently I had a conversation with an engineer who owned a small business; our conversation was about having a road entrance widened to bring it up to code. Having an entrance up to code meant I could get a civic address, and then I could get building permits... I then could "build stuff" if I wanted to. All part of the process of creating something from nothing it seems, and a nice reminder you always have to start at the very beginning.

As we settled on final quotes and timeframes I happened to ask him how business was going; he went on to say it was going well, he continued to get more and more jobs, and he really didn't want to get big. As I listened to him my thought process went something like this... "Great, GREAT... WHAT?".

Wait a second, doesn't everyone want to start a business, grow it to be big and influential, make a bunch of money, and spend the rest of your life on easy street? It didn't seem to be the case for this particular business owner.

Days later I found myself reflecting on what he said and why he would say such a thing — Was it a result of not wanting the "headaches" that can come with a larger more complicated business? Maybe he was a great engineer but not really a good businessperson and didn't have the skills to run a bigger business? Maybe he wanted a good work-life balance and getting bigger would disrupt that balance? Maybe he loved what he was currently doing, and he knew a bigger company would take him away from what he loved to do?

Although I will probably never know the reason, I couldn't stop wondering about it; what's even more curious was it really wasn't any of my business. All that really mattered, and the only real concern for me, was that my new entrance would be "up to code". In the end there are reasons why he said what he said, and if it really mattered to my new entrance I would have asked what they were so I could better understand — Why he didn't want to get bigger really didn't matter to me and I didn't need to understand.

As I thought about this I was reminded that your objective determines your need to understand.

In this particular case, my objective was to secure someone who could widen my entrance up to code, and I needed to understand if he could do it... my objective was not to help him expand his business, so it really didn't matter if I understood why he said what he said. This became a nice reminder that objectives govern everything you do, and if you are doing something not in-line with your objective, you need to ask yourself why you are doing what you're doing — It definitely was worth spending the time thinking about it.

I am quite confident my new entrance will be up to code when he's finished. And that is all that matters.

iamgpe