Now, let’s consider the other side of the expectation equation: what people expect of themselves.
Here’s the simple explanation of what many researchers call the Galatea Effect:people with positive expectations of themselves tend to perform better than people who have negative expectations.
This point is important enough that you might want to read it again and let it sink in before you continue reading.. . .
Notice that this phenomenon lies outside your circle of control and within your circle of influence. This observation means that although you cannot control another person’s expectation of him- or herself, there are things you can do to influence it.
The Galatea Effect works in conjunction with the Pygmalion Effect because they represent two sides of an interaction between people. As a result, most of what you do on one side of the expectation equation impacts what happens on the other side as well.
With that idea in mind, here are some things you can consider doing in your efforts to trigger the benefits of positive expectations with the members of your team:
❍ Assign progressively more challenging task assignments. This action shows your confidence in them, and it gives them confi- dence in their own abilities. Be careful as you apply this concept.
Research (Livingston) indicates that when people view tasks or goals as a ‘‘sure thing,’’ the task or goal creates very little positive
p ow e r o f e x p e c t a t i o n s f o r g r e a t e r r e s u l t s 61 motivational influence. Likewise, when people perceive a task or goal as too hard, the task or goal can become a negative motiva- tional influence. As a leader, you want to work closely with people to define task and goal assignments that are both believable and slightly challenging so that you create positive expectations and a desire to achieve. You will see an application of this concept in Part Six when we talk about thebigness balance.
❍Do one-on-one coaching focused on what they do well. Many people default to commenting on what went wrong without noticing what went well. During your one-on-one coaching dis- cussions, comment on the positive as well as the negative parts of the employee’s performance and results. We share specific insights on how to coach more effectively in Part Four.
❍Catch people doing the right things. Consistent, informal affirmation of good performance (when actually justified by performance) can inspire continued and increasing high-level performance. We share more suggestions for doing this effectively in Part Four.
❍Have experienced employees mentor and train junior employees.
This task assignment shows your confidence and trust in the senior employee, and it sets a positive example for the junior employee. In making this assignment, you grow your senior employee’s leadership abilities, free yourself for other tasks, and build cooperative relationships within your team.
Your Now Steps
1. Watch the movie My Fair Lady and look for the leadership implications (this movie is all about the Pygmalion Effect).
2. Consider the members of your team individually. As you think of them, consider what your expectations of them are. If you have positive expectations, that’s great. If you find that you have negative expectations, look for something in their performance that you can celebrate. (If you can find nothing to celebrate about them, you might consider whether they should be on the team or not.) 3. Look for an opportunity to work toward creating a positive
expectation in others. Within the next 48 hours, tell each of your team members what you appreciate about them in terms of specific behaviors, actions, or accomplishments.
part ii
change
We’ve set the stage in many ways, and while we’ve already given you a number of things to think about and to do, now it’s time to roll up your sleeves and really get started.
In this section we get practical and pragmatic, and we deal with some of the most important parts of your new role. Some of these parts you may not have thought about much in the past; that’s fine since your perspective in your previous job may not have required it. But now the world is different, and your perspective must, necessarily, change.
This topic is important to everyone personally. If you have just been promoted, you may be extra interested in this topic for yourself and your organization. Think about it this way. As a leader, you are responsible for leading people someplace—by definition, taking them to a destination. If you move people physically or in any other way, there is change involved.
Let’s be more direct. You can’t lead without change being involved.
So in order to be a successful leader, you must under- stand the nature of change for both individuals and organizations and how to influence and help people make the choice to change, whether in small, incremental ways or in big, challenging ones.
Before we go too far, let’s open with a short self- assessment, like we did before and will do for each of the
parts that follow. This assessment will help you focus and will improve your ability to apply what you learn in the pages to come.
Self-Assessment
Here is a quick assessment to help you think about change and your comfort with it in your new role. Use the following scale of 1 to 7 on each question:
1 Almost never 2 Rarely or seldom 3 Occasionally 4 Sometimes 5 Usually 6 Frequently 7 Almost always
I am comfortable with change personally.
(Chapter 11)
I understand how change happens and what contributes to it.
(Chapter 12)
I am able to successfully influence others to make changes and try new things.
(Chapter 13)
I know what to do when change is forced upon me.
(Chapter 14)
I am comfortable with my role in communicating change.
(Chapter 15)
I am able to recognize and overcome resistance in a productive way.
(Chapter 16)
Based on your self-assessment, you have an initial glimpse into your strengths and weaknesses in these areas. Use those insights as
p a r t i i : c h a n g e 65 you read the pages that follow. Yes, you will want to read carefully in the areas in which you are weaker, and resist the urge to skim the other areas, for the nugget we share (or you extrapolate) may be the single insight or idea that takes you to even higher levels of skill and achievement.