Who’s really to blame when your employees fail to perform?
Who’s really to blame when your employees fail to perform?
In writing for a column I seem to have developed a theme about. I will continue with that theme again this time by talking about how managers can improve employee morale and performance, not by changing the behaviour of their employees but by changing their own behaviour and attitude.
The danger of low expectations
Human beings are funny. When placed in a position where they are expected to perform in a certain way – like an office – most people will do exactly what is expected and not much more. If expectations are low, they tend to do less. But when expectations are high, those same people will to rise to the occasion.
It is a strange pattern of behaviour. Perhaps there is a deep-seated psychological reason for it; maybe some throwback to our cave dwelling days when life was hard and doing more than we needed to seemed, well, stupid. Whatever the causes, studies have proven that people will perform to expectations - and not beyond - most of the time.
A few years back the Harvard Business Review republished an article that was originally written in 1969 by J. Sterling Livingston. Called “Pygmalion in Management”, the article describes how a manager’s expectations influence employees. The article is named after George Bernard Shaw’s Pygmalion, the play that examined the idea that the way we treat others can have a dramatic effect on them.
Applied to today’s managers, we see this effect play out time and again in organizations large and small: A manager who expects little of his or her employees also clearly thinks little of them. As a result, employees give little in return. On the other hand, managers who expect a lot of their employees tend to treat their employees better and, in return, get better performance.
So, as a manager, how can you learn to see your employees differently? How can you shift your expectations and effectively communicate to your employees that you believe they are capable of great things? Read on.
Setting the bar higher
Isn’t it amazing to think that you can motivate your employees to do more simply by expecting more of them to begin with? And what a great business strategy that is – tell them they’re capable of flying to the moon and they’ll launch your business to new heights; tell them they couldn’t find their way out of a wet paper bag they’ll get mired in a soggy mess and be content to stay there. See the examples below for proof - forgive the exaggeration in service of some of these points.
Let’s look at how you might react when an employee is late with a project, doesn’t complete it fully, or gets it pretty much all wrong. Do you:
a. berate the employee and criticize him loudly and harshly using words like “incompetent”, “idiot” or worse?
b. take the person aside for a quiet discussion where you tell her that you are very disappointed and then go on about how this failure will affect you and the impression that higher-ups have of you?
c. immediately remove the person from the project he is currently working on and tell him he is being assigned something “easier”?
d. offer constructive criticism but initiate a discussion with the employee about your own role in the failure, realizing that perhaps you weren’t clear about what was needed or didn’t provide adequate resources to get the job done right?
Hmm. Not hard to see which employee will perform better next time. Clearly the “d” manager has read Livingston’s article and understands that fair treatment begets better performance.
Here’s another exercise you can try. Jane has been doing the tradeshow circuit, trying to sell your company and its products. In a performance review she tells you that the travel is wearing her out and what she really wants to do is write the marketing materials that the sales team uses. You:
a. blow her off completely and tell her to pack her bags for her next trip
b. get annoyed that she blindsided you with her career aspirations and, as “punishment”, send her on a business trip to Winnipeg in the dead of winter
c. tell her there is no way she has the experience and skill needed to write marketing materials
d. offer her a chance to write some samples while staying in her current position and help her plan a career track that will let her move into a writing position if she decides that is what she really wants
Again, Manager D has it right. By subtly letting Jane know that she is capable of other things, this manager instills her with confidence and motivates her to perform at a higher level.
Are you seeing a pattern here? These examples demonstrate exactly what you need to do to be the boss that everyone raves about:
• Own up to your faults and shoulder your share of the responsibility when one of your employees performs poorly.
• Give fair feedback in a positive manner. Consider a coaching session on giving feedback to help you master this tricky skill.
• Listen. Listen. Listen.
• Respect your employees.
• Offer your support when an employee does open up to you.
• Always send signals – both direct and indirect – that tell employees you believe in them.
OK. This all sounds fabulous, but how do you do it? After years of having it ingrained in you that you are the boss, the dominant one, the decision maker – how do you change into a kinder, gentler manager who has to (gulp) admit to your mistakes?
The view from the bottom
I once read an article that talked about how turning the org chart around can help managers get a new perspective. Instead of a view from the top, you should put yourself at the bottom of the chart so you can look up to your employees.
This new view will help you understand that you are there to help and guide your employees, not dictate to them or micromanage them. Your attitude will change and so will that of your employees, who will move from expecting little of themselves to performing beyond everyone’s wildest dreams.
Whos really to blame when your employees fail to perform - To learn more about this author, visit Cassandra L. Gierden's Website.
Like this article? Share it with your friends
Who’s really to blame when your employees fail to perform?
In writing for a column I seem to have developed a theme about. I will continue with that theme again this time by talking about how managers can improve employee morale and performance, not by changing the behaviour of their employees but by changing their own behaviour and attitude.
The danger of low expectations
Human beings are funny. When placed in a position where they are expected to perform in a certain way – like an office – most people will do exactly what is expected and not much more. If expectations are low, they tend to do less. But when expectations are high, those same people will to rise to the occasion.
It is a strange pattern of behaviour. Perhaps there is a deep-seated psychological reason for it; maybe some throwback to our cave dwelling days when life was hard and doing more than we needed to seemed, well, stupid. Whatever the causes, studies have proven that people will perform to expectations - and not beyond - most of the time.
A few years back the Harvard Business Review republished an article that was originally written in 1969 by J. Sterling Livingston. Called “Pygmalion in Management”, the article describes how a manager’s expectations influence employees. The article is named after George Bernard Shaw’s Pygmalion, the play that examined the idea that the way we treat others can have a dramatic effect on them.
Applied to today’s managers, we see this effect play out time and again in organizations large and small: A manager who expects little of his or her employees also clearly thinks little of them. As a result, employees give little in return. On the other hand, managers who expect a lot of their employees tend to treat their employees better and, in return, get better performance.
So, as a manager, how can you learn to see your employees differently? How can you shift your expectations and effectively communicate to your employees that you believe they are capable of great things? Read on.
Setting the bar higher
Isn’t it amazing to think that you can motivate your employees to do more simply by expecting more of them to begin with? And what a great business strategy that is – tell them they’re capable of flying to the moon and they’ll launch your business to new heights; tell them they couldn’t find their way out of a wet paper bag they’ll get mired in a soggy mess and be content to stay there. See the examples below for proof - forgive the exaggeration in service of some of these points.
Let’s look at how you might react when an employee is late with a project, doesn’t complete it fully, or gets it pretty much all wrong. Do you:
a. berate the employee and criticize him loudly and harshly using words like “incompetent”, “idiot” or worse?
b. take the person aside for a quiet discussion where you tell her that you are very disappointed and then go on about how this failure will affect you and the impression that higher-ups have of you?
c. immediately remove the person from the project he is currently working on and tell him he is being assigned something “easier”?
d. offer constructive criticism but initiate a discussion with the employee about your own role in the failure, realizing that perhaps you weren’t clear about what was needed or didn’t provide adequate resources to get the job done right?
Hmm. Not hard to see which employee will perform better next time. Clearly the “d” manager has read Livingston’s article and understands that fair treatment begets better performance.
Here’s another exercise you can try. Jane has been doing the tradeshow circuit, trying to sell your company and its products. In a performance review she tells you that the travel is wearing her out and what she really wants to do is write the marketing materials that the sales team uses. You:
a. blow her off completely and tell her to pack her bags for her next trip
b. get annoyed that she blindsided you with her career aspirations and, as “punishment”, send her on a business trip to Winnipeg in the dead of winter
c. tell her there is no way she has the experience and skill needed to write marketing materials
d. offer her a chance to write some samples while staying in her current position and help her plan a career track that will let her move into a writing position if she decides that is what she really wants
Again, Manager D has it right. By subtly letting Jane know that she is capable of other things, this manager instills her with confidence and motivates her to perform at a higher level.
Are you seeing a pattern here? These examples demonstrate exactly what you need to do to be the boss that everyone raves about:
• Own up to your faults and shoulder your share of the responsibility when one of your employees performs poorly.
• Give fair feedback in a positive manner. Consider a coaching session on giving feedback to help you master this tricky skill.
• Listen. Listen. Listen.
• Respect your employees.
• Offer your support when an employee does open up to you.
• Always send signals – both direct and indirect – that tell employees you believe in them.
OK. This all sounds fabulous, but how do you do it? After years of having it ingrained in you that you are the boss, the dominant one, the decision maker – how do you change into a kinder, gentler manager who has to (gulp) admit to your mistakes?
The view from the bottom
I once read an article that talked about how turning the org chart around can help managers get a new perspective. Instead of a view from the top, you should put yourself at the bottom of the chart so you can look up to your employees.
This new view will help you understand that you are there to help and guide your employees, not dictate to them or micromanage them. Your attitude will change and so will that of your employees, who will move from expecting little of themselves to performing beyond everyone’s wildest dreams.
Whos really to blame when your employees fail to perform - To learn more about this author, visit Cassandra L. Gierden's Website.
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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Cheryl MatthynssensCheryl is a life skills coach, licensed Chemical Dependency Counselor and a 20 year entrepreneur. Cheryl's dedication to achieving a life of balance led to her expanding her teaching from the simple managing of life's daily challenges to adding financial well being as well. A direct marketer with DrinkACT, she is gaining ground in the online community with her concepts of making sure business owners, entreprenuers and employees have well rounded life styles. She opened up a small affiliate site - The Balance Guide- to help others find resources for mental and emotional well being. Visit Cheryl's blog to see more of the diversity beyond business she has began offering online at www.thebalanceguide.blogspot.com - Visit Cheryl Matthynssens's Website |
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Dianne CramptonDianne Crampton is an executive leadership coach, team culture consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: 5 Winning Business Team Cultures And Why, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton's Website |
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