As a project manager, you wear many hats: you know that there are things your team and product are capable of, and you know that there are other things that are more difficult to deliver. It’s also your responsibility to ensure that the project delivers on all of its promises and requirements. On top of this, you usually would genuinely like to make the customer happy, both for your own satisfaction and career, as well as potential repeat business or referrals for new clients. The temptation to “overpromise” can be very real.
In order to combat overpromising, many project managers have heard that they should underpromise and overdeliver, with the idea being that the customer will be happy that you not only met, but exceeded, their expectations. But is this actually a sound strategy?
What does it mean to underpromise and overdeliver?
The definition of “underpromise and overdeliver” is a strategy in which product or service providers aim for superior customer service by doing more than they originally said they would do.
An example of this could be if a business promises the client that they will launch the client’s website by Friday, but actually they launch it on Thursday, a day early. In this way, the business has exceeded the customer’s expectations by a day, and, in theory, the client should be thrilled.
Why you should underpromise and overdeliver
When you underpromise, you set yourself up for success. On any project, unforeseen obstacles and delays can arise at anytime. A team member may get sick. Stakeholders may want changes. Hardware can crash. Underpromising is a way of building these sort of obstacles into the timeline. It allows you a safety net which can alleviate stress for you and your team.
When you overdeliver, both you and the client receive a feeling of elation. The client is excited because they received more than they expected, and you, as the product or service provider, get a bump in your perceived value. This possibly could lead to additional sales, referrals, and an overall increase in your professional reputation. The client may see you as someone who really goes above and beyond.
In contrast, overpromising puts an extra burden upon you, your team, and the project. Many project managers see overpromising as vowing to do something that cannot be done. This may happen when trying to close a sale or just from a lack of knowledge. In the end, though, you as the project manager,[1] will have to explain to the client why you were unable to deliver on your obligations. This can be damaging to your own self-confidence and your career reputation.
Why you should not underpromise and overdeliver
On the surface, this seems like a sound strategy. After all, who doesn’t want to exceed customer expectations? But there are reasons why this may not be the best approach.
When you underpromise, you are intentionally telling the customer that you offer a lower level of service or benefits. Immediately, this will reduce the number of clients you attract, as well as the level of client who seeks you out. Top clients expect top service, and, if you’re promising less, why would they want to partner with you? They don’t know that you plan to overdeliver in the end.
In addition, customer’s appreciation for overdelivery can quickly turn into expectation. If you promise to have the client their product by Friday, but you actually deliver it on Thursday, they will be thrilled – the first or second time. But by the third time, they’ll come to expect you to deliver it early, perhaps even earlier than you! Clients can quickly go from highly-satisfied to disappointed, even though you still technically overdelivered.
Furthermore, a 2014 study* from UC San Diego stated that there is no advantage is being extra nice. Behavioral scientists discovered that exceeding a promise resulted in a negligible amount of increased appreciation. In short, a promise is a sort of social contract that clients expect to be met, but do not necessarily anticipate it to be exceeded. Therefore, if you want to build goodwill, you should put more effort into meeting and keeping your promises than trying to exceed them.
Which strategy is right for you?
So, should you underpromise and overdeliver? In the end, it depends on what you, as the project manager, are most comfortable with. Underpromising can often be a sure way to set your project up for success and account for any possible unknown obstacles, but it can also send a signal to potential clients that you offer a lower level of product or service. It could even dissuade potential clients from approaching your business in the first place.
When you overdeliver, you announce to the client that you have exceeded their expectations, and this may lead to more business and referrals, at least in the short run. In the long run, however, clients can soon start to be aware of your strategy and expect an even greater level of overdelivery.
As the project manager, the success of the project is often viewed as your responsibility. You have the greatest insight as to what you, your team, and your product or service is capable of.
References
- ^ project manager, (sleeekbeta2019.squarespace.com)