I talked to someone today who over-promises AND over-delivers - a recipe for getting completely overwhelmed. He is sick now with a bad cold, because he was doing more than he could handle.
It doesn't really matter why he did that; what matters is whether he does it again. Looking at this situation, he can see that he wanted to prove himself to a new client and was relatively inexperienced in both estimating a job and negotiating a rate. So this was a learning experience.
Like him, I learned that I can overestimate the amount of time I think a project will take. Projects usually take 2 to 3 times longer than I initially think they will take. So I take my original estimate and double or triple it, depending on the project and what other things are going on. It's better to deliver early or on-time than late. And it's definitely better for me to get enough sleep than have to stay up until the wee hours finishing a project due the next day. Time is one area where it really works to "underpromise and overdeliver." I used this idea when I was studying on-line for my MBA, and now for any writing I undertake (with myself as the client!).
Sometimes it's difficult to "underpromise" because a client's or employer's expectations are unrealistically high and they are inflexible. This is a set-up for resentment at best and failure at worst. I've had the experience of working so hard for so little money that I never want to work for the client again. However, I see that it was my responsibility to establish my limits, or chalk it up to "on the job education" because I made the choice freely, if ill-informedly. I learned that there may be times when I have to pass on a project or job because the expectations are too high and/or the compensation too low.
For example, when I was looking for an Executive Director job a couple years ago, I did not consider those that I believed paid too little for the effort I knew would be involved. Having been an Executive Director, I know full well how completely enveloping that job becomes, and I knew, too, what my skills and abilities were worth in the marketplace. There was a fantastic job in California, that paid about 50% less than I felt the job warranted. I told them that the salary was a problem, even though I knew it might take me out of the running (and it did!). If they weren't able to raise the compensation level to meet me even halfway, then it wasn't the right position for me. I was willing to hold out for the right job with the right compensation.
Similarly, the terms of a consulting contract have to work for both parties. If the contracting entity can pay only X amount, then the consultant can deliver only X product. If the client wants more, they will have to pay more to get it. Otherwise, the client must figure out a way to do more in-house and farm out only a portion of the project to the consultant. The consultant can help with this task.
Of course, there are always going to be choices and trade-offs. If the client can pay only a portion of the real cost, the consultant can decide to do the entire job as long as the client is super flexible on the due date. If the consultant wants to establish him or herself in the field, s/he can take on a low-paying job with the explicit understanding that the client is getting a deal and should not tell anyone else the price. In this way, the consultant is over-delivering in the sense of giving more than is reasonable given the compensation involved.
I suppose the concept of "under-promising and over-delivering" has most to do with calculating how much time and effort will have to go into producing something, and whether the compensation or payoff is worth that time and effort. Let me be generous with myself and surprise the client.
A recent JupiterResearch survey commissioned by Convio indicates that on-line donors may give more than $3 billion during the 2008 holiday season.
* More than 89 million people plan to give in November and December 2008. * Most (67%) plan to give the same or more as last year, while 33% will give less because of the economy. * 54% of women and 48% of men expect to give.
On-line donors are most likely to support these types of organizations:
* human and social services groups, like food banks and homeless shelters (41%) * faith-based organizations (34%) * disease and health service organizations (33%) * animal welfare organizations (24%) * disaster and international relief organizations (22%).
- 45% of women plan to give to a human or social service organization. - 35% of men will give to human or social services organization.
Donors expect to use the following tools to make on-line donations.
* Charity Web sites (27 percent) * E-mails from family and friends (15 percent) * Charity information and evaluation sites (10 percent)
Julia Erickson is a career coach, blogger, writer and job search coach helping people find their "right fit" work - work they absolutely love to do. She is a subject matter expert on career
management, the non-profit sector, and a wide range of business leadership and management
Julia(e) specializes in supporting
people to find their "right fit” work - their individual paths to
happiness and fulfillment in their work lives.Through coaching, teaching and writing, she enables people to pursue
their dreams and passions, develop leadership ability, effectively market
themselves, improve communication and interpersonal skills, and make fulfilling
work and career transitions.Julia/e is
especially expert at helping people zero in on their "core value proposition" and effectively market themselves to employers and customers.
During her 25 years in New York City’s
non-profit and public service sector, Julie/a raised more than $100 million - much of it through individuals and through direct marketing. She led City Harvest for 11 years, and Bette Midler’s New York Restoration Project. She exponentially increased City Harvest's impact and visibility, making City Harvest a household word for fighting
hunger in New York City. Julie is most proud of shifting from delivering 75% baked goods out of 4.5 million pounds of food to delivering 2/3 fresh produce out of 25 million pounds of food delivered each year to non-profits. Julie became expert at all things workforce while leading Public/Private Initiatives at the New York City
Department of Employment during the Dinkins administration.She honed her management skills at the
Community Service Society of New York and began her fundraising career at a
community development organization in the South Bronx.
Julie is a graduate of Smith College
and has an MBA in Leadership from New York Institute of Technology.She did graduate work in political theory at
the University of Wisconsin-Madison, and got specialized training at Columbia
University’s Institute for Non-Profit
Management and NYU’s Wagner
School. Among her numerous awards is the James Beard Foundation’s 2003
Humanitarian of the Year and Woman’s Day Magazine’s 2002 “Women Who Inspire