What do you do if your boss has unrealistic expectations for community outreach goals and timelines?

One thing I've noticed that hasn't been mentioned is having the "why" conversation. Is this to reach a new audience? Is there a perception that current outreach activities aren't effective? The benefit of clearly defining the purpose will help frame the data and will also define "what isn't going to get done."

One thing I have found helpful is to be clear regarding roles and expectations. I've always had gratitude for those managers who were open to discussing two things: what do you want from me and what do you not want from me. Intentional discussions about both can lead to many benefits including but not limited to job confidence, the ability to bring one's talent forward, pride in the work created, and the willingness to place your best effort in.

I think it is important for you as the manager to first assess your plan. Has it been updated recently? Are you utilizing all the platforms and techniques that you can? Do you have data to support your current effectiveness? If not, do an update to show you are working with the latest and most effective platforms and marketing techniques available. Another idea- see if you can get access to similar campaigns or projects and their effectiveness as a comparison to help with expectations.

One thing I have found helpful is to take a step back and chat about the vision with others and verify if the timing is right. Refresh and refocus. Make sure there is someone in the room who will ask questions and not just nod yes!

Community outreach, when executed genuinely, revolves around building relationships above all else. In reality, when it comes to setting goals and timelines, flexibility is key. Communities are dynamic, and what may succeed in one scenario may not in another. It's crucial to invest significant time in learning from the community, a process that doesn't always fit neatly into a systematic timeline. While having contingency plans can be useful, it's essential for timelines to remain adaptable. Also, organisations should incorporate accountability for ethical engagement with communities as a foundational aspect of their outreach efforts.

Community outreach goals and timelines while being important to plan are an altogether different animal when it comes to execution. There are so many things that could change the mood and feel of community and at times well intentioned schemes, surveys and yatras become impediment to reach the timelines. In this scenario what you need is a team and clear indications of what needs to be achieved. If you have the luxury of a team, go ahead. It may also be a situation where unrealistic goals and timelines are given to either challenge you and step up or to corner you. If there's team support, it is to challenge and if it's excluding you and expecting you to do it all by yourself, it's time to start reading writings on the wall.

Have an open dialogue to discuss the programme implementation plan in a professional manner and give inputs that will positively help.

Community Outreach is all about building relationships with other agencies, businesses, and organizations that can provide services to your customer. Engaging with community members is challenging, however, when there is a desired goal and everyone is invested, success is immeasurable. Management must be realistic about goal setting and timelines related to outreach. Community Outreach is an open book and oftentimes, cannot be put in a box as other programs.

@fosterbeets You can't unlearn their perceptions and experiences... with high EQ/IQ you can certainly have a growth worthy conversation and that is the only strategy for a business! Collaborate in like-mindedness.

Search for and ask for assistance. In my experience the only thing you can do with less is less. So if there is not enought resources to meet the goals proposed in the time frame given, more resources are required. Start with colleagues, including your supervisor. Know your limits, and don't be afraid to show them. It would be much worse to try and fail on your own, than to gather resources and show that maximum effort was made to meet the demands. Additional resources might be found in the community, and outside the department in other areas of the institution. Continued demands that are unrealistic in the community in which you work means a reassessment of the scope of your work is in order.

In resource-constrained scenarios, strategic prioritization of outreach activities is paramount. Collaborate with your supervisor to pinpoint goals aligned with the organization's mission, deferring or modifying others as necessary. By concentrating efforts where they can yield the most significant impact, you optimize resource utilization while managing expectations realistically.

Know your community, do the research, listen and embrace. Does your community expectations align with the companies? Continue the wuedtions as times are always changing. Be an agent of change.

In communicating clearly with your boss, it is important to understand what their priorities are for you. You might have one understanding when the reality is, in fact, quite different. Once you understand your bosses priorities for your position, you can then engage in open dialogue About how to best meet those priorities, given all of the tasks on your plate, and ask their help in focusing you on doing your best work in a way that most benefits the organization.

I’ve found it best to understand the “why” behind their desire to be engaged in the community. I need to understand how they determine success first, regardless of the project.

One thing is, in the discussion period, it needs to be clear that set goals need to be realistic and attainable. Another thing is understand the goals and why the goals were set. The obvious reason is not always the reason for the goal.

Invite your boss to the next community meeting, introduce her to people in the community, share ownership of these relationships with your boss. That will help align expectations with reality and lead to better team oriented solutions.

I base my outreach goals on past progress and use a variety of monitoring and evaluation tools, such as Mailchimp analytics and campaign performance, webinar registrations, website visits, LinkedIn and other social media performance, etc., which allows me to set realistic and achievable goals that are highly targeted while also being evidence-based, which is something my boss tends to appreciate and understand.

To succeed in monitoring progress and to avoid frustration, wasting time and resources, make sure that your boss agrees on the prioritization process (see step 4) as well as the anticipated challenges. To quote from step 5 "(T)his ensures that efforts are concentrated on areas where they can make the most difference, making the best use of time and resources while maintaining realistic expectations" from all parties.

You have to set metrics from the beginning. Goals have to be measurable. There should be benchmarks of productivity and time that need to be tracked and measured. Set meetings with your boss every so often to review your progress, and bring reports demonstrating results. Also be open and honest when you haven’t met those benchmarks and identify the issues perhaps that prevented you from meeting them. Then, figure out a plan of action to continue down a path of positive trajectory.

I have found that when I am not in agreement with someone’s ideas or suggestions it’s best to do some introspection, especially my boss. What is it about my bosses expectations that seem to be unrealistic? Is it because they don’t align with mine? Is it because they are truly unattainable? Once I’ve reflected internally, now I have more clarity on my conflicting reasoning. If I still feel that their expectations are unrealistic I will share my reasons, and back them with statistics and suggestions for adjustments. Then together, we can map out a plan that is more feasible, incorporating as much of their original plan as possible.

Create a deliberate space and/or process to make it easy for team members to find support and offer feedback. Find out what works and get buy in through open conversations on how make any improvements or adjustments to the system.

Support comes in many forms. One of the most important to ensure that team members are taking care of themselves (supporting their overall wellbeing). Without wellness, goals become very difficult to achieve.

Try your best to make sure that your boss and all on the team truly care about the community members. John Maxwell (educator/motivational speaker) said, "People don't care how much you know until they know how much you care." The target people in your outreach will know if you are just running the numbers and fulfilling a requirement. They will respond much better if the people you have chosen to run the program really care. Everyone will be happier, more productive, more communicative, more cooperative "IF" and when you care.

First, do your research about the communities you’re looking to engage. An active way to accomplish this may be to invite members from the community into your space for a series of discussions centered around these expectations. This level of transparency will not only deepen the trust and integrity of your project, it may also blossom potential stakeholders who can evolve your baseline strategy into something more relevant and effective. Take this insight to your supervisor and invite them to shift their expectations using the insight you’ve gathered. Lastly, don’t weaponize your insight. Even when “coaching upwardly” maintain respect and consideration.

In my experience, direct insight gathering quoting the voice of the audience is an effective way to (1) ground organizational expectations in reality and (2) rethink approaches that are more effective. 1. Find a way to reveal what the focal audience is thinking, feeling, experiencing, and saying about the process and its barriers. 2. If these expressions are not being considered, what does current research say about how this lack of respect for the patient voice might damage the organization’s ability to build trust in communities? 3. In what ways might lack of trust impact organizational investments over time? 4. Ultimately, what impact could a misunderstanding of strategic and effective community engagement have on health outcomes?

I’ve often found that unrealistic expectations are often a result of misunderstood job descriptions OR a lack of knowledge on how the job is done. When managers set unrealistic expectations, they are: - setting their teams up for failure, - creating difficult work conditions, - encouraging a culture that fosters frustration. The best way to work out manageable expectations is consistent communication with your manager/supervisor. Ask questions that provoke curiosity, not defensiveness. You do this by being curious and not defensive yourself.

It important to address the issue professionally and respectfully. 1. Communicate and discuss the concerns. It is essential to present evidence or data to support one’s viewpoint and explain why the current expectations may not be feasible or achievable. Offer realistic alternatives. 2. Offer alternatives based on available resources and past performance. 3. Understanding the manager’s perspective can help find common ground and negotiate more reasonable goals. 4. Transparency about potential challenges and constraints is also very key. Remember to approach the situation with professionalism and a focus on finding solutions rather than placing blame.

To address unrealistic expectations for community outreach goals and timelines set by your boss: 1. Understand the expectations clearly. 2. Gather data and evidence to support your concerns. 3. Communicate openly and respectfully with your boss about your perspective. 4. Offer alternative, more realistic solutions. 5. Collaborate and negotiate to find a middle ground. 6. Educate your boss about the complexities of community outreach. 7. Provide regular progress updates to manage expectations. 8. Seek support from colleagues or mentors. 9. Document conversations and agreements for reference. 10. Focus on achievable goals within the given constraints.