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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