You Can Do It: The Power of High Expectations on Team Performance

Do you perform better when someone believes in you? Research shows that people tend to meet the expectations set for them, a phenomenon known as the Pygmalion Effect. Originally observed by Rosenthal and Jacobsen in classrooms, this effect reveals that when teachers raise their expectations, students tend to perform better. It’s no surprise, then, that successful sports coaches often set high standards and trust that their players will rise to the challenge. They communicate clear expectations, support their team’s growth, and create an environment where individuals can thrive.

In the workplace, a manager’s expectations can become a self-fulfilling prophecy. High expectations tend to drive high performance, while low expectations often lead to poor outcomes. Managers who expect success are more likely to invest time coaching and mentoring their team members, who, in turn, work hard to meet those expectations. This cycle of mutual encouragement and motivation can lead to exceptional performance and a greater sense of accomplishment. However, when managers expect failure, team members may internalize that message, avoiding risks and gradually disengaging.

The Influence of Managerial Expectations on Behavior

The way managers interact with team members is often shaped by their expectations. J. Sterling Livingston’s article, Pygmalion in Management, emphasizes that managers unconsciously communicate their beliefs through body language, tone, and word choice. Even without intending to, they send signals that team members pick up on, influencing their behavior. For example, managers may mentally categorize employees as “strong” or “weak” performers and treat them accordingly:

Using the Pygmalion Effect to Boost Team Motivation

Managers can harness the Pygmalion Effect to improve team motivation and performance by setting high expectations and showing genuine belief in their team’s abilities. A simple statement like, “I know you have the potential to excel in this project,” can instill confidence and set a tone of positive expectation. When you believe in your team’s capability, they’re likely to feel empowered to take on challenges and strive for excellence.

Words carry power, and managers should use them carefully. Instead of forecasting failure, frame challenges positively. For example, rather than saying, “This project will likely fail,” consider, “This project is challenging, but I believe you can handle it with hard work.” This slight shift in language can change a team’s mindset, encouraging them to embrace challenges instead of shying away.

Positive Self-Talk: Shaping Beliefs with Words

What we tell ourselves also shapes our reality. If you’re given a challenging project, rather than thinking, “I can’t do this,” try reframing your thoughts. Tell yourself, “I may not have the skills right now, but I can develop them with effort.” This shift helps replace limiting beliefs with growth-focused ones, which the brain is more likely to internalize.

At any given moment, we can hold one of two contradictory beliefs:

• Belief 1: I don’t have the skills for this project, so I will fail.

• Belief 2: I don’t have the skills yet, but I can acquire them with hard work.

Positive self-talk allows us to strengthen belief in our potential. By choosing to affirm our capability rather than our doubts, we align our minds with a growth mindset, giving ourselves a better chance at success.

Insight: Set High Standards and Communicate Them Clearly

Managers play a critical role in influencing their team’s motivation and confidence. By consciously setting high expectations and expressing belief in their team members’ potential, they can inspire excellence. Remember, your words and actions have a powerful impact on your team’s performance, so use them wisely to foster growth, resilience, and a shared commitment to success.