by Joseph Plazo
http://www.xtrememind.com
© 2007
Nearly all managers inadvertently treat their
employees in a manner that leads to less than desirable performance.
Several leaders experience difficulty delegating duties. There
appears to be the automatic sentiment that the only way to get
the job done right is to do it yourself. While accomplishing it
yourself may appear to work, it tends to be a breeding ground
for ennui, indifference, low motivation, and loss of commitment
and zeal. Sharing the work can be a vast motivator, thereby fortifying
the organization.
The manner by which managers treat their subordinates
is mildly influenced by what they anticipate of them. If a manager’s
prospects are high, output is likely to be high. If his expectations
are low, productivity is expected to be mediocre.
It appears there is a law that triggers an employee’s performance
to rise or fall to synchronize with his manager’s expectations.
- What a boss assumes of a subordinate and how he empowers
the subordinate will combine to rapidly influence the subordinate’s
performance and his career development. What is vital in the
interaction of expectations is not what the boss says, but what
he does. Apathy and noncommittal treatment convey low expectations
and head to inferior execution. Nearly all managers are more
successful in communicating low expectations to their subordinates
than in conveying high expectations, even though most managers
trust exactly the opposite.
- First-class managers generate high performance expectations
that subordinates can accomplish. Underlings will not endeavor
for high productivity unless they consider the boss’s high
expectations pragmatic and attainable. If they are pressed to
strive for unattainable goals, they eventually give up trying.
Upset, they settle for results that are worse than they are
qualified of achieving. The encounter of a large printing corporation
demonstrates this. The company discovered that production in
fact deteriorated if production quotas were set too high, because
the workers simply ceased trying to meet them. “Dangling
the carrot just beyond the donkey’s reach” is lousy
motivational tactic.
- Inferior managers fail to cultivate high expectations for
their minion. Successful managers have greater assurance than
ineffective managers in their ability to cultivate the gifts
of subordinates. The winning manager’s record of success
and self-confidence allows credibility to his goals. Thus, subordinates
accept his expectations as realistic and exert effort to attain
them.
Credit:
About the Author:
Joseph Plazo is a renowned success coach.
http://www.xtrememind.com
http://www.powerconsultants.net
http://www.jobcentralasia.com
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Reprint
of this article does not constitute an endorsement by the National
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for our members and viewers of our Web site.
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