Raise Your Expectations and Lift Their Performance

Expectations at Work
How does the manager handle these two new employees? Most managers say they would treat them the same. After all, anyone can have a problem with their boss and their actual performance and work history have been similar. That is the only fair thing to do. And that is what they want to do...and genuinely believe is what they actually do.
But independent research - validated through multiple replications - reveals that most managers do not treat these employees the same, even though that is what they intended to do and thought they were doing. Most managers will have higher expectations for the employee who comes with glowing recommendations. And because of their higher expectations, they are set higher goals and standards for that employee. They encourage that employee more, are more available for help and advice, and recognize and praise achievement. As a result, that employee is more likely to rise to the occasion and deliver stellar performance.
What about the other employee? While most managers think they are treating both employees equally, it is likely they unconsciously set goals and standards just a bit lower for that employee based on the difficulty with their previous supervisor. They might be a little less available for coaching and support, and slightly more critical of the work output. They might be less willing to praise achievement, and quicker to correct and criticize. As a consequence, this employee's performance is likely to be lower, and motivation may become an issue. Most employees in this situation find themselves in a downward spiral and ultimately leave their employer. And it was all unintentional.
Expectations in Schools
A classical research study in education validates this same phenomenon. A third of the students in a class are selected at random at the beginning of the school year. The teacher is told that these students have been identified as "high potential" achievers and are very likely to bloom this year in this classroom, even if the teacher does nothing different. The teacher is actually asked to ignore this information and treat all their students the same, which they believe they do.
But the outcome tells a different story. Based on actual scores on standardized achievement tests, the students identified as high potential achievers actually bloom - they show greater gains in achievement over the course of the year than their classmates - although (unbeknownst to the teacher) they were picked at random. The only difference was in the teacher's mind.
The Pygmalion Effect
This phenomenon is known as "Expectancy Theory," or "The Pygmalion Effect."
The concept is simple yet profound: people respond to the way they are treated and respond in kind. If treated with high expectations based on the belief that they have the ability to perform, individuals tend to rise to those expectations. If performance is recognized, supported and rewarded they continue to increase in competence. As competence increases, so does confidence. Increased confidence encourages them to "raise the bar" further and competence continues to develop. This is known as a "virtuous reinforcing cycle." Positive performance builds on itself.
The reverse is also true. If managers delivers the message - perhaps quite subtly and even unconsciously - that they doubt an employee's ability, the employees will be more cautious and hesitant. That caution and hesitancy creates lower levels of performance, which are seen as confirmation of their lesser abilities. Because performance is lower, managers are less willing to give them time and attention and the bar is set a bit lower yet. Over time confidence erodes. With less confidence performance continues to lag and these individuals spiral downward into a negative chain reaction known as a "vicious reinforcing cycle."
Building High Performance
Expectancy theory is real, and how it is applied can have profound leveraged impact on the overall performance of an organization. Set high expectations and expect people to respond to them. Help individuals achieve their goals, praise results, and recognize achievement. As Liza Doolittle said in the famous play "My Fair Lady:" "The difference between a lady and a charwoman is not who she is; but how she's treated."
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Warm Regards,
Kashmire