"So what'd she (he) expect? Einstein or something?"
So many times those words have been uttered by a disgruntled employee after a scolding from their supervisor for some type of less than average performance.
The truth of the matter is the supervisor probably didn't expect MENSA-caliber output. There may have been one of two dynamics happening here -- possibly more.
- The supervisor had high expectations because she saw the capabilities and assigned the work to that employee.
- Conversely, the supervisor had low expectations of the worker that were communicated through many clues: the output of information, the climate of their interactions, the input of information provided to the employee, and the quality of the feedback offered during and at the end of a project.
In the short span of 22 minutes, CRM Learning presents these principles in a supervisor and manager training video called "The Pygmalion Effect: Managing the Power of Expectations." The tape also presents the proposition that through the four dynamics just mentioned, the supervisor influenced the outcome of the project and got what was expected based on those projected behaviors. It's all a function of the Pygmalion Effect. If you have high expectations, you project them and treat people in a positive manner. The reverse is true as well.
The tape opens with a build up that helps the user understand how people are influenced by rumor, projection and expectation. The stock market is a prime example of how results come about when two or more experts forecast based on their observations and opinions. This is a good, present-day correlation to help us understand how words influence what we do and what we expect. It's easy to understand. The scenario is played out from the trading floor to the news report to the bottom line effect on the end user.
We're then provided with an explanation of the story of Pygmalion for a deeper understanding of how people are transformed because of the effect. Then we're provided with snips of "My Fair Lady" to demonstrate how the proper training, development and treatment can convert a would-be and non-performer into star caliber material.
But these are Hollywood-type situations. While they're easy to understand in the dramatic, we still don't have a taste of how all of this applies in the business and office setting. Here is where this tape showed its excellent planning and development. The transitions are smooth and logical. At each juncture of the transitions, a trainer can pause the tape to discuss the issues just presented so that the managers can verbalize the concepts and begin to deal with them in the neutral zone of the training room.
Providing more solid basis for considering one's approach to managing people and how expectations color results, Prof. Robert Rosenthal, Social Psychology professor at University of California, Riverside, discusses the Pygmalion Effect he found borne out in his more than 400 studies and two onsite tests. In each, the manager's expectations drastically influenced how well the workers performed. In the two test situations, instructors were told that certain students had demonstrated on screening tests that they were above average performers, potential stars of the class. Although these students were in fact randomly chosen and had not undergone the described pre-screening, they did in fact perform much better than usual. In the case of vocational training students, they scored an average of 10 points higher than their fellow students, their absenteeism was lower than the others and they learned 50% faster than their classmates.
Rosenthal concluded that these enhanced performances were due to the high expectations, quality of input, and respect given to the "high performer" students. The students were given the right climate for positive results and they responded by living up to the privileges and quality input.
With half the tape devoted to establishing what the Effect is and why the Effect happens, we then have the opportunity to see examples of positive interactions in the workplace setting contrasted with poor expectations and those results.
These are set up against slices from events where a real company that uses the principles with a high degree of success. Again, there are many places where the tape can be paused so that what just happened can be discussed.
What happens is we see the elements of Climate, Input, Output and Feedback developed throughout three different settings, real world, simulated positive setting, and simulated negative setting. And the results of each of these situations is shown.
THE ELEMENTS
CLIMATE
Climate is more than just the mood of the room. It's the organized manner of handling the meeting - not rushed or spur of the moment. Body language plays a lot in setting the Climate. Particular words and phrases influence positive results by verbally conveying respect and positive expectations. A condescending tone puts a person in a less than favorable position and they then have the extra burden of overcoming the implied bias in addition to working on producing a quality product. Posture and facial expressions also relay positive of negative expectations that translate into good or poor results. A room not fettered with chaos and distractions, that has some privacy, also encourages good exchanges.
Some of the factors affecting Climate are discussed in the tape. After viewing this section, it's a good idea to pause and discuss some of the other factors that create Climate, brainstorm, so that the other cues in the positive example can be discussed.
Especially helpful was the negative setting for Climate. Here, I would have to say that both the manager and the person being assigned the project had some flaws that needed correction. Whether the disparate treatment accorded the two employees was intentional is up for question. But the point is there were excellent cues laced throughout this particular vignette that are well worth discussing. Take note of them and make certain they're not part of your climate.
INPUT
So who's doing the inputting? The manager is. Input teaching, creating positive learning opportunities and junctures for questions from the employee. Input gets into many areas. Taking time to carefully outline what the project is and answer qualifying questions so that the right resources are spent and used in the proper way. When there is clarity of instruction, a good roadmap of what's wanted, the employee feels empowered, there are fewer interrupts and follow-up questions, and the final product more closely matches the goals that were originally set.
OUTPUT
Which leads to the other side of Input, Output. That is the time when the employee has an opportunity to express their questions and the manager to provide more information, additional learning opportunities. The positive and negative scenarios are excellent in demonstrating how this dynamic works. It was easy to relate to them and easy to recall the times when it was the project from hell or the dream come true.
FEEDBACK
The Feedback element is a time when constructive criticism and positive reinforcement is given. Instead of giving the employee the answer to the perplexing stump, some minor brainstorming for ideas will help.
This is also a point when the instructions may need to have some additional fine tuning so that, together, the manager and the employee identify the excessive or non-essential information and the more focused product can be developed. This may also be a time when the differing opinions can be discussed. Then the strengths and weaknesses can be analyzed and determine where there is agreement, what may work and why.
The video demonstrates this last point very well. In the positive scenario, the manager does most of the talking. Those listening to the presentation comment. The employee speaks up about how there was not total agreement about some of the recommendations, but in a positive tone. It's fair disclosure for the sake of business choices. The employee furthers this disclosure by talking about where they did agree and why those major (compared with what sounds like minor differences) agreements will deliver the positive results that the client is seeking.
On the other hand, the negative scenario starts off on the same footing. But when the client asks a question of the employee who was responsible for creating the report, the manager shuts down any discussion with disparaging remarks about the person who did the work.
THE GOOD AND THE BAD
The positive scenarios were so perfect. If only life were that ideal. They provided brain ticklers and starting points for role playing.
The negative scenarios deserved Oscars for the performances. There are, unfortunately, many managers who behave in such ways. The other unfortunate issue is that they are completely unaware of how negative their behavior is and are oblivious to the fact that they are exposing the company to many potential lawsuits for discrimination or harassment. Here, this tape is an excellent tool for mirroring back to the errant managers in the firm. It will give them an opportunity to see their own behavior from a new perspective. In this regard, the tape is extremely useful for behavior modification and retraining purposes. Concepts gained from viewing can be reinforced with role playing so that more appreciation of the better approaches can be gained.
THE PROGRAM
CRM Learning packages an excellent program. There is more than just the video. The package also includes a leader's guide workbook. It includes group exercises and role plays as well as self assessment exercises. Also included are Powerpoint presentations on CD-ROM and reminder cards. Additional workbooks for class participants include tools for developing short- and long-term plans for actualizing the principles learned in the video.
It is available for 15-day preview to determine whether this is the right program for you. Then you can either purchase the entire program outright, rent it for a period of time, or purchase segments of the module at very reasonable prices.
WHAT DID YOU EXPECT?
So what did you expect from your employee? If you expected the worst, most likely you let them know in many ways without realizing it. And you got it. If you expected the best possible outcome, either you got just what you expected or you got even more than you thought was possible from the raw materials that were there.
It's a matter of how you treat people and encourage development. What you expect is what you get, and then some.
