Executive summary: The author argues that when interacting with stakeholders, it is best to underpromise what you can deliver and then aim to overdeliver by exceeding expectations. This builds trust and reliability over time.
Key points:
Imagine you have a balance of “credits” with each stakeholder that can go up or down based on meeting or failing expectations.
Prioritize keeping credits high with your most important stakeholders per a power/interest matrix.
Build credits by underpromising what you can deliver, then aim to overdeliver. This signals reliability over time.
Set realistic deadlines, limit commitments, and communicate clearly to manage expectations.
Customize communication frequency and style to each stakeholder’s preferences.
Be personable and convey your unique voice to make a memorable impression.
This comment was auto-generated by the EA Forum Team. Feel free to point out issues with this summary by replying to the comment, andcontact us if you have feedback.
Executive summary: The author argues that when interacting with stakeholders, it is best to underpromise what you can deliver and then aim to overdeliver by exceeding expectations. This builds trust and reliability over time.
Key points:
Imagine you have a balance of “credits” with each stakeholder that can go up or down based on meeting or failing expectations.
Prioritize keeping credits high with your most important stakeholders per a power/interest matrix.
Build credits by underpromising what you can deliver, then aim to overdeliver. This signals reliability over time.
Set realistic deadlines, limit commitments, and communicate clearly to manage expectations.
Customize communication frequency and style to each stakeholder’s preferences.
Be personable and convey your unique voice to make a memorable impression.
This comment was auto-generated by the EA Forum Team. Feel free to point out issues with this summary by replying to the comment, and contact us if you have feedback.