Coaching to Explore Beliefs and Motives Understanding What Drives Your People

Help your people ma e !etter choices" # i$toc photo%pixdeluxe

$elf&a'areness is important !ecause it helps us ma e the right choices in life( and it helps us understand ho' 'e relate to other people" Having an accurate understanding of your !eliefs and motives is a ey part of developing self&a'areness" )or example( 'hat ma es you do the 'or 'e do* +,side from a paychec ( that is-. What choices do you ma e 'hen choosing 'ho you 'or 'ith* What are your principles* What 'ill you defend( or even fight for* Why do you !ehave or react the 'ay you do( 'hen faced 'ith a demand or a challenge* /hese 0uestions are important( !ecause people1s attitudes are ey to their success or failure at 'or " 2f their values and !eliefs are strongly aligned 'ith those of your organi3ation( and if they1re motivated !y the 'or they do( then they1re li ely to !e exceptionally productive" 2n itself( this ma es it important to support and reinforce the values you need" 2n coaching( 'or ing 'ith values and !eliefs doesn1t mean challenging people1s religious outloo s or personal philosophies" But it does mean examining the source of their energy( and exploring ho' to 'or 'ith that energy for the !est results" While most of us thin a!out our !eliefs and values from time to time( coaching can really !ring these to life" /his is !ecause coaches as 0uestions that coachees +the people !eing coached. might avoid on their o'n( helping them get a more accurate and detailed picture of 'hat motivates themselves" /his article loo s at ho' the coach( and the manager as a coach( can 'or 'ith people to help them to understand their o'n !eliefs and motives" /his can help these people ma e !etter choices( so they get the most from their daily lives 4 particularly at 'or " Understanding What Drives Us ,t a shallo' level( 'e 'or hard to get the things 'e 'ant and need in life 4 'hether these meet our !asic needs( such as housing and food( or involve( for example( !uying a fancy car to impress the neigh!ors" /o some extent( this is true 4 and those needs and 'ants 'ill vary greatly from person to person" But at a deeper level( 'e1re more complex than this" 5ur !ehaviors don1t al'ays follo' the pattern of simply 'or ing hard to get 'hat 'e 'ant" $o it1s important for managers to !e a!le to uncover 'hat really drives and motivates people( so they can help them en6oy their 'or and get real satisfaction from it" 5ne 'ay of approaching this is to as coachees to choose"""

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Ho' 7ood are Your Motivation $ ills* Discover 8ey )actors for Building a Motivated /eam

Motivate your team for real success# i$toc photo

Managers every'here 'ant teams that are effective( focused( and committed to organi3ational goals" With a team li e this( 6ust thin of the performance and results you could deliver/eams only perform li e this if their managers are motivating them effectively" /his is 'hy you need to !e a!le to motivate your team if you 'ant to create a productive 'or environment" By com!ining good motivational practices 'ith meaningful 'or ( the setting of performance goals( and use of an effective re'ard system( you can esta!lish the ind of atmosphere and culture that you need to excel" /he !etter you are a!le to lin these factors together( the higher the motivation levels of your team are li ely to !e" /hat1s a 'in&'in for you( them( and the organi3ation" /he interactive motivational s ills 0ui3 in this article helps you identify the aspects of team motivation that you can improve" )rom there you 'ill !e directed to specific tools that 'ill help you improve your motivation s ills" /a e the test and apply the things you learn from it" You could 'ell see the performance of your team soarHo' 7ood ,re Your Motivation $ ills* /a e the online test !elo'( and clic the 1Calculate my total1 !utton at the foot of the test the assess your motivation s ills" Instructions: For each statement, click the button in the column that best describes you. Please answer questions as you actually are (rather than how you think you should be), and don't worry if some questions seem to score in the 'wrong direction'. When you are finished, please click the ' alculate !y "otal' button at the bottom of the test.
9ot $ome :arely 5ften at ,ll times ;ery 5ften

15 Statements to Answer

1 When faced 'ith a

performance pro!lem( 2 ta e care to esta!lish 'hether it is caused !y lac of resource( lac of motivation( or lac of s ills"

15 Statements to Answer

9ot $ome :arely 5ften at ,ll times

;ery 5ften

2 2 esta!lish clear performance
standards and expectations

3 /he re'ards and discipline 2
use are clearly lin ed to performance and defined !ehavioral o!6ectives"

4 2 structure 'or so that is

interesting and challenging( and allo's for appropriate autonomy" sure it is one that the recipient values"

5 When 2 give a re'ard 2 ma e 6 2 am consistent in the 'ay 7 When 2 see good 'or ( 2
praise it immediately"

that 2 discipline people for su!&standard performance"

8 2 ma e sure people have the

tools( resources( and training to achieve the results 2 expect" motivates each individual mem!er of my team" ensure that 2 offer competitive 'ages and other forms of compensation" same re'ards for everyone 'hen recogni3ing good performance"

9 2 try to understand 'hat 10 2 ma e a ma6or effort to

11 2n order to !e fair( 2 use the

12 2 help people esta!lish

performance goals that are challenging and specific( and that are lin ed to organi3ational o!6ectives" going on in the real 'or environment !efore ta ing any remedial or disciplinary action" their goals high( and ma e their achievement measurements challenge

13 2 ma e sure 2 no' 'hat is

14 2 encourage people to set

15 Statements to Answer

9ot $ome :arely 5ften at ,ll times

;ery 5ften

them fairly"

15 2 try to com!ine and rotate

6o! assignments so that people can learn and use a variety of s ills"

Total = 0
$core 2nterpretation Score Comment 5uch" /he good ne's is that you1ve got a great opportunity to improve the 'ay you motivate others( and your and your team1s long term success- Ho'ever( to do this( you1ve got to fundamentally improve your motivation s ills" $tart elowYou1re good at some aspects of motivating others( !ut there1s room for improvement else'here" )ocus on the serious issues elow( and you1ll most li ely find that your team1s performance 'ill increase"

<= 4 >?

>= 4 =@

You1re pro!a!ly motivating your team very effectively- $till( chec the sections elow to see if there1s anything you can => 4 A= t'ea to ma e this even !etter" ,s you ans'ered the 0uestions( you pro!a!ly had some insight into areas 'here the motivational practices you use could use a pic &me&up" /he follo'ing is a 0uic summary of the main areas of motivation that 'ere explored in the 0ui3( and a guide to the specific tools you can use for each" Providing Productive and Challenging Wor +Buestions <( ?( <=. /he first step in !uilding a highly motivated team is providing interesting 'or ( 'hich is 'ell organi3ed to meet the needs and desires of team mem!ers" 9o matter ho' self&motivated a person is( ho' challenging the goals he or she sets( or ho' 'onderful the re'ards( if the 'or is !adly designed( it 'ill !e hard to motivate people and 'or 'ill !e less than ideal" Effective motivators understand that 'or design has a strong impact on performance" When a person finds a 6o! inherently unsatisfying( there1s not much you can do to motivate him or her" Co! design and enrichment com!ine to match characteristics of the 6o! 'ith 'or ers1 s ills and interestsD /he more variety( challenge and autonomy there is to a 6o!( the more intrinsically satisfying it 'ill !e" 5ur article on !o "nric#ment details ho' to set up meaningful 'or assignments" 5ther articles of interest include $%&malion 'oti(ation ( 'hich addresses the impact that your 'or assignments have on conscious and unconscious motivators( and )ealin& wit# $oor $er*ormance ( 'hich outlines steps that you can ta e to ensure you have a good fit !et'een the person and the 6o!"

$etting Effective 7oals +Buestions @( >( <@( <?. When you are confident that the 'or you provide is 'ell organi3ed( the next thing to do is to ensure that 'or ers have clear and attaina!le goals that they1re 'or ing to achieve" Managing the goal setting process is essential for creating a highly motivating environment" /he effectiveness of goal setting in motivation is a 'ell&recogni3ed fact( and !y ma ing goals specific( consistent( and appropriately challenging( you can set goals that are po'erfully motivating" ,s such( the $M,:/ +$pecific( Measura!le( ,ttaina!le( :elevant( /ime&!ound. acronym helps you define effective goals" $pecific goals are measura!le( unam!iguous and !ehavior&changing" /hey outline exactly 'hat needs to !e accomplished( and 'hen it 'ill !e considered as EachievedE" Having goals that are consistent 'ith other personal goals as 'ell as organi3ational goals is also important" 2f goals are inconsistent( the resulting confusion and incompati!ility 'ould li e cause the person to do nothing rather than 'or in different directions" )or more on goal setting( read our articles on +oc,e-s .oal Settin& ( 'hich explains the principle of setting $M,:/ goalsF 'ana&ement /% 0 1ecti(es( 'hich details ho' to align personal goals 'ith those of the organi3ationF $er*ormance 'ana&ement an2 3$Is and $er*ormance A&reements" )inally( challenge is important( due to the o!servation that 'e get 'hat 'e expect" Up to a point( the more you expect from someone( the harder they 'ill generally 'or " /his has !een sho'n time and again( and is explained !y the idea of Expectancy /heoryD /he idea here is that you need to lin high effort 'ith high performance( and high performance 'ith a positive outcome" With those t'o lin ages esta!lished( people are motivated to 'or hard to achieve a positive outcome" :ead more in our article on "45ectanc% T#eor%" Ti5: /hin carefully a!out the goals you set( and ma e sure you adapt them to circumstances in a reasona!le 'ay" 2f you1re too rigid 'ith your goals( you may motivate mem!ers of your team to Ecut cornersE in order to reach them" Understanding 2ndividual Differences in Motivation +Buestions =( G( <H( <<. Motivational techni0ues should !ring out the !est in people" /hat means they should !uild on an individual1s strengths and minimi3e his or her 'ea nesses" /here are certainly some common denominators in motivation( li e fair 'ages( decent 'or ing conditions( a sense of camaraderie 'ith co&'or ers( and a good relationship 'ith oneIs supervisor" ,!raham Maslo' and )rederic Her3!erg are t'o famous motivation theorists 'ho esta!lished that even if these sorts of things are not necessarily motivating in themselves( they have to !e present in order to even thin a!out enhancing motivation" Ho'ever( the assumption in most modern 'or places is that these lo'er order( EhygieneE factors are !eing met( and that people are see ing the things that provide real motivation" /hese are things li e challenging 'or ( control( gro'th opportunities( and recognition for a 6o! 'ell done" /o decide 'hich motivating factors to provide you need to loo at the individual employees" $ome 'ill !e motivated !y more time off( 'hile others may prefer to gain status and recognition in the company" Understanding these individual needs is mandatory for !uilding a motivating 'or place( and is 'hy 0uestion << a!ove is a Etric 0uestionED if you try to motivate everyone in exactly the same 'ay( you1re li ely missing plenty of opportunities for motivating individual mem!ers of your team" Meeting peoples1 needs( providing challenge( using a variety of re'ards( and matching them to the right people are issues discussed in the follo'ing articlesD 6sin& 'aslow7s 8ierarc#% ( 8er9 er&7s 'oti(ators an2 8%&iene :actors( Al2er*er7s ";. T#eor%( T#eor% < an2 T#eor% =( A2am7s ">uit% T#eor%( and "45ectanc% T#eor%"

Providing :e'ards and :ecognition +Buestions J( A( K( <>. When you no' 'hat you 'ant to provide in terms of re'ard and recognition( it1s important to esta!lish an effective system" /he primary focus of a re'ard system is fairness" Both re'ard and discipline have to !e perceived as fairly distri!uted according to clear guidelines" /his is 'hy setting specific performance expectations is so important" +E)airnessE doesn1t mean that everyone has the same re'ard pac age 4 it means that differences !et'een people1s re'ard pac ages need to !e clear and understanda!le". 2t is e0ually important to ma e sure you give your team mem!ers the tools they need to !e successful" 2f you1re setting goals( then you need to ma e sure that they are attaina!le( and you do that !y providing the necessary support( tools( resources( and training" 2t1s also important that you get to understand the challenges your team faces" /his 'ay you can appreciate the small victories that lead to the ma6or accomplishments" Motivation is all a!out encouragement and appreciation" When you are part of the team and not simply an Eo!server from a!oveE you 'ill have many opportunities to than people and recogni3e good 'or right on the spot" /his is a really important factor in successful recognition" You have to !e in a position to sho' or tell people everyday that you appreciate their contri!utions" 0nce or twice a %ear in *ormal re(iew 5rocess is not enou&#? /o help you understand these ey concepts and develop a great re'ard system( learn to use the follo'ing toolsD 'ana&ement /% @al,in& Aroun2( )I+0 A)a% In T#e +i*e 0*B( "45ectanc% T#eor%( and CA /it o* $er*umeC D .i(in& $raise" 8ey PointsD 2f you 'ant to !uild a high performance team( then you a!solutely have to learn ho' to motivate team mem!ers" $ide !enefits of this include high levels of team&mem!er 6o! satisfaction( and good staff retention" You can stimulate high performance through providing interesting and challenging 'or ( helping people set and achieve meaningful goals( and recogni3ing and re'arding high performance in 'ays that are valued !y each individual" Ma ing a point of motivating people is a challenge in and of itself" 5nce you decide you are up to it( ho'ever( you too 'ill reap the re'ards and !enefits" /his creates a momentum that 'ill help you and your team achieve great success"

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Motivating Your /eam Ho' to Motivate Your People

Effective motivation is ey to a productive and successful team" # i$toc photo%travellinglight

Your people may have all the expertise in the 'orld( !ut if they1re not motivated( it1s unli ely that they1ll achieve their true potential" 5n the other hand( 'hen people are motivated( 'or seems easy" Motivated people have a positive outloo ( they1re excited a!out 'hat they1re doing( and they no' that they1re investing their time in something that1s truly 'orth'hile" 2n short( motivated people en6oy their 6o!s and perform 'ell" ,ll effective leaders 'ant their organi3ations to !e filled 'ith people in this state of mind" /hat1s 'hy it1s vital that you( as a leader and manager( eep your team feeling motivated and inspired" But of course( this can !e easier said than done2n this article 'e1ll go over the ey theories( strategies( and tools that you can use to help your people stay enthusiastic a!out their 'or "

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/heory L and /heory Y Understanding /eam Mem!er Motivation

/heory L ta es a cynical vie'" # i$toc photo%aaaachoo

What motivates employees to go to 'or each morning* Many people get great satisfaction from their 'or and ta e great pride in itF 5thers may vie' it as a !urden( and simply 'or to survive" /his 0uestion of motivation has !een studied !y management theorists and social psychologists for decades( in attempts to identify successful approaches to management" $ocial psychologist Douglas Mc7regor of M2/ expounded t'o contrasting theories on human motivation and management in the <GJHsD /he L /heory and the Y /heory" Mc7regor promoted /heory Y as the !asis of good management practice( pioneering the argument that 'or ers are not merely cogs in the company machinery( as /heory L&/ype organi3ations seemed to !elieve" /he theories loo at ho' a manager1s perceptions of 'hat motivates his or her team mem!ers affects the 'ay he or she !ehaves" By understanding ho' your assumptions a!out employeesI motivation can influence your management style( you can adapt your approach appropriately( and so manage people more effectively" Understanding the /heories Your management style is strongly influenced !y your !eliefs and assumptions a!out 'hat motivates mem!ers of your teamD 2f you !elieve that team mem!ers disli e 'or ( you 'ill tend to'ards an authoritarian style of managementF 5n the other hand( if you assume that employees ta e pride in doing a good 6o!( you 'ill tend to adopt a more participative style" /heory L

/heory L assumes that employees are naturally unmotivated and disli e 'or ing( and this encourages an authoritarian style of management" ,ccording to this vie'( management must actively intervene to get things done" /his style of management assumes that 'or ersD

• • • • •

Disli e 'or ing" ,void responsi!ility and need to !e directed" Have to !e controlled( forced( and threatened to deliver 'hat1s needed" 9eed to !e supervised at every step( 'ith controls put in place" 9eed to !e enticed to produce resultsF other'ise they have no am!ition or incentive to 'or " L&/ype organi3ations tend to !e top heavy( 'ith managers and supervisors re0uired at every step to control 'or ers" /here is little delegation of authority and control remains firmly centrali3ed" Mc7regor recogni3ed that L&/ype 'or ers are in fact usually the minority( and yet in mass organi3ations( such as large scale production environment( L /heory management may !e re0uired and can !e unavoida!le" /heory Y /heory Y expounds a participative style of management that is de&centrali3ed" 2t assumes that employees are happy to 'or ( are self&motivated and creative( and en6oy 'or ing 'ith greater responsi!ility" 2t assumes that 'or ersD

• • •

/a e responsi!ility and are motivated to fulfill the goals they are given" $ee and accept responsi!ility and do not need much direction" Consider 'or as a natural part of life and solve 'or pro!lems imaginatively" /his more participative management style tends to !e more 'idely applica!le" 2n Y&/ype organi3ations( people at lo'er levels of the organi3ation are involved in decision ma ing and have more responsi!ility" Comparing /heory L and /heory Y 'oti(ation /heory L assumes that people disli e 'or F they 'ant to avoid it and do not 'ant to ta e responsi!ility" /heory Y assumes that people are self&motivated( and thrive on responsi!ility" 'ana&ement St%le an2 Control 2n a /heory L organi3ation( management is authoritarian( and centrali3ed control is retained( 'hilst in /heory Y( the management style is participativeD Management involves employees in decision ma ing( !ut retains po'er to implement decisions" @or, 0r&ani9ation /heory L employees tend to have speciali3ed and often repetitive 'or " 2n /heory Y( the 'or tends to !e organi3ed around 'ider areas of s ill or no'ledgeF Employees are also encouraged to develop expertise and ma e suggestions and improvements" ;ewar2s an2 A55raisals /heory L organi3ations 'or on a Mcarrot and stic I !asis( and performance appraisal is part of the overall mechanisms of control and remuneration" 2n /heory Y organi3ations( appraisal is also regular and important( !ut is usually a separate mechanism from organi3ational controls" /heory Y organi3ations also give employees fre0uent opportunities for promotion" A55lication ,lthough /heory L management style is 'idely accepted as inferior to others( it has its place in large scale production operation and uns illed production&line 'or " Many of the principles of /heory Y are 'idely adopted !y types of organi3ation that value and encourage participation" /heory Y&style management is suited to no'ledge 'or and professional services" Professional service organi3ations naturally evolve /heory Y&type practices !y the nature of their 'or F Even highly structure no'ledge 'or ( such as call center operations( can !enefits from /heory Y principles to encourage no'ledge sharing and continuous improvement" Ti5 1: Enough theory" Which approach do you prefer*

• •

Do you 'or most effectively 'hen your !oss controls every part of everything you do* 5r 'ould this drive you mad( so that you1d 6ust do 'hat he or she 'anted +and nothing more.( loo for another 6o!( and then leave* 5r 'ould you prefer a !oss 'ho helps you to do your !est( increasingly trusts your 6udgment( allo's you to use your creativity( and step&!y&step gives you more control over your 6o!* Would you 'or more effectively for a /heory L or /heory Y manager* Nearn from this- ,s it is for you( it 'ill !e for many of the mem!ers of your teamTi5 2: /hat said( different mem!ers of your o'n team may have different attitudes" Many may thrive on /heory Y management( 'hile others may need /heory L management" $till others may !enefit from an altogether different approach" Mix and match appropriately" Using the /heories Understanding your assumptions a!out employees motivation can help your learn to manage more effectively" 2n order to understand Mc7regorIs theories in more detail( 'e suggest the follo'ing readingD

)ou&las 'c.re&or ;e(isite2 Pu!lished in @HHH( this !oo loo s at Mc7regorIs time&tested thin ing on human motivation( and sho's ho' his theories apply in todayIs organi3ations" /his site teaches you the s ills you need for a happy and successful careerF and this is 6ust one of many tools and resources that you1ll find #ere at 'in2 Tools" Clic #ere for more( su!scri!e to our *ree newsletter( or ecome a mem er for 6ust O<" - See more at: http://www.mindtools.com/pages/article/new,D-#7..htm#sthash.S/0.nB1!.dpuf McClelland1s Human Motivation /heory Discovering What Drives Mem!ers of Your /eam

Do you no' 'hat motivates team mem!ers* # i$toc photo%stevecoleccs

5ne of your team mem!ers recently created a report that 'as so thorough and 'ell&'ritten that the !oard of directors as ed you to ma e sure that she 'as praised for her efforts" $o( at your monthly staff meeting( you stood up in front of the group( and congratulated her on her achievement( and for the good impression she made for the team" Ho'ever( instead of smiling and appreciating the attention( she loo ed em!arrassed" $he lo'ered her head( and as soon as she could( she left and 'ent to her office" What did you do 'rong*

Managing a group of people 'ith different personalities is never easy" But if you1re managing or leading a team( it1s essential to no' 'hat motivates your people( ho' they respond to feed!ac and praise( and 'hat tas s fit them 'ell" David McClelland1s Human Motivation /heory gives you a 'ay of identifying people1s motivating drivers" /his can then help you to give praise and feed!ac effectively( assign them suita!le tas s( and eep them motivated" Using McClelland1s theory in the example a!ove 'ould have helped you structure your feed!ac for the person" You 'ould have no'n that your team mem!er1s main motivational driver is affiliation( 'hich means that she never 'ants to stand out in a cro'd" $o( your feed!ac 'ould have !een far more effective( and appreciated( if you had praised her in private" 2n this article( 'e1ll explore McClelland1s Human Motivation /heory( and loo at ho' you can use it to manage and lead your team more effectively" Eote: McClelland1s Human Motivation /heory is also no'n as /hree 9eeds /heory( ,c0uired 9eeds /heory( Motivational 9eeds /heory( and Nearned 9eeds /heory" Understanding McClelland1s /heory 2n the early <G?Hs( ,!raham Maslo' created his t#eor% o* nee2s" /his identified the !asic needs that human !eings have( in order of their importance & physiological needsF safety needsF and the needs for !elonging( self&esteem and Eself&actuali3ationE" /hen( in the early <GJHs( David McClelland !uilt on this 'or !y identifying three motivators that 'e all have" ,ccording to McClelland( these motivators are learned +'hich is 'hy this theory is sometimes called the Nearned 9eeds /heory." McClelland says that( regardless of our gender( culture( or age( 'e all have three motivating drivers( and one of these 'ill !e our dominant motivating driver" /his dominant motivator is largely dependent on our culture and life experiences" /he three motivators are ac#ie(ement( a**iliation( and 5ower" People 'ill have different characteristics depending on their dominant motivator" /hese characteristics are as follo'sD )ominant C#aracteristics o* T#is $erson 'oti(ator Has a strong need to set and accomplish challenging goals" /a es calculated ris s to accomplish their goals" Ni es to receive regular feed!ac on their progress and achievements" 5ften li es to 'or alone" Wants to !elong to the group" Wants to !e li ed( and 'ill often go along 'ith 'hatever the rest of the group 'ants to do" )avors colla!oration over competition" Doesn1t li e high ris or uncertainty" Wants to control and influence others" Ni es to 'in arguments" En6oys competition and 'inning" En6oys status and recognition"

,chievement

,ffiliation

Po'er

Eote: /hose 'ith a strong po'er motivator are often divided into t'o groupsD personal and institutional" People 'ith a personal po'er drive 'ant to control others( 'hile people 'ith an

institutional po'er drive li e to organi3e the efforts of a team to further the company1s goals" ,s you can pro!a!ly imagine( those 'ith an institutional po'er need are usually more desira!le as team mem!ersUsing the /heory McClelland1s theory can help you to identify the dominant motivators of people on your team" You can then use this information to influence ho' you set &oals and 5ro(i2e *ee2 ac,( and ho' you motivate and rewar2 team mem!ers" You can also use these motivators to cra*tF or 2esi&nF t#e 1o around your team mem!ers( ensuring a !etter fit" Net1s loo at the steps for using McClelland1s theoryD $tep <D 2dentify Drivers Examine your team to determine 'hich of the three motivators is dominant for each person" You can pro!a!ly identify drivers !ased on personality and past actions" )or instance( perhaps one of your team mem!ers al'ays ta es charge of the group 'hen you assign a pro6ect" He spea s up in meetings to persuade people( and he delegates responsi!ilities to others to meet the goals of the group" He li es to !e in control of the final delivera!les" /his team mem!er is li ely primarily driven !y the po'er" You might have another team mem!er 'ho never spea s during meetings" $he al'ays agrees 'ith the group( 'or s hard to manage conflict 'hen it occurs( and visi!ly !ecomes uncomforta!le 'hen you tal a!out doing high&ris ( high&re'ard pro6ects" /his person is li ely to have a strong need for affiliation" $tep @D $tructure Your ,pproach Based on the driving motivators of your 'or ers( structure your lea2ers#i5 st%le and pro6ect assignments around each individual team mem!er" /his 'ill help ensure that they all stay en&a&e2( motivated( and happy 'ith the 'or they1re doing" Examples of Using the /heory Net1s ta e a closer loo at ho' to manage team mem!ers 'ho are driven !y each of McClelland1s three motivatorsD ,chievement People motivated !y achievement need challenging( !ut not impossi!le( pro6ects" /hey thrive on overcoming difficult pro!lems or situations( so ma e sure you eep them engaged this 'ay" People motivated !y achievement 'or very effectively either alone or 'ith other high achievers" When providing feed!ac ( give achievers a fair and !alanced appraisal" /hey 'ant to no' 'hat they1re doing right 4 and 'rong 4 so that they can improve" ,ffiliation People motivated !y affiliation 'or !est in a group environment( so try to integrate them 'ith a team +versus 'or ing alone. 'henever possi!le" /hey also don1t li e uncertainty and ris " /herefore( 'hen assigning pro6ects or tas s( save the ris y ones for other people" When providing feed!ac to these people( !e personal" 2t1s still important to give !alanced feed!ac ( !ut if you start your appraisal !y emphasi3ing their good 'or ing relationship and your trust in them( they1ll li ely !e more open to 'hat you say" :emem!er that these people often don1t 'ant to stand out( so it might !e !est to praise them in private rather than in front of others" Po'er /hose 'ith a high need for po'er 'or !est 'hen they1re in charge" Because they en6oy competition( they do 'ell 'ith goal&oriented pro6ects or tas s" /hey may also !e very effective in ne&otiations or in situations in 'hich another party must !e convinced of an idea or goal" When providing feed!ac ( !e direct 'ith these team mem!ers" ,nd eep them motivated !y helping them further their career &oals" Comparative /heories McClelland1s theory of needs is not the only theory a!out 'or er motivation" Sirota7s T#reeG :actor T#eor% also presents three motivating factors that 'or ers need to stay motivated and excited a!out 'hat they1re doingD e0uity%fairness( achievement( and camaraderie"

$irota1s theory states that 'e all start a ne' 6o! 'ith lots of enthusiasm and motivation to do 'ell" But over time( due to !ad company policies and poor 'or conditions( many of us lose our motivation and excitement" /his is different from McClelland1s theory( 'hich states that 'e all have one dominant motivator that moves us for'ard( and this motivator is !ased on our culture and life experiences" Use your !est 6udgment 'hen motivating and engaging your team" Understanding a variety of moti(ational t#eories 'ill help you decide 'hich approach is !est in any given situation" Eote: You may also see these a!!reviations for McClelland1s three motivatorsD ,chievement +n,ch.( ,ffiliation +n,ff.( and Po'er +nPo'." 8ey Points McClelland1s Human Motivation /heory states that every person has one of three main driving motivatorsD the needs for achievement( affiliation( or po'er" /hese motivators are not inherentF 'e develop them through our culture and life experiences" ,chievers li e to solve pro!lems and achieve goals" /hose 'ith a strong need for affiliation don1t li e to stand out or ta e ris ( and they value relationships a!ove anything else" /hose 'ith a strong po'er motivator li e to control others and !e in charge" You can use this information to lead( praise( and motivate your team more effectively( and to !etter structure your team1s roles" /his site teaches you the s ills you need for a happy and successful careerF and this is 6ust one of many tools and resources that you1ll find #ere at 'in2 Tools" Clic #ere for more( su!scri!e to our *ree newsletter( or ecome a mem er for 6ust O<"

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See more at: http://www.mindtools.com/pages/article/human-motivationtheor*.htm#sthash.ai2%'/1s.dpuf

Her3!erg1s Motivators and Hygiene )actors Nearn Ho' to Motivate Your /eam

Hygiene factors are not the same as motivators# i$toc photo%)everpitched

What do people 'ant from their 6o!s* Do they 'ant 6ust a higher salary* 5r do they 'ant security( good relationships 'ith co& 'or ers( opportunities for gro'th and advancement 4 or something else altogether* /his is an important 0uestion( !ecause it1s at the root of motivation( the art of engaging 'ith mem!ers of your team in such a 'ay that they give their very !est performance"

ccording to Her3!erg( the factors leading to 6o! satisfaction are Eseparate and distinct from those that lead to 6o! dissatisfaction"E /herefore( if you set a!out eliminating dissatisfying 6o! factors you may create peace( !ut not necessarily enhance performance" /his placates your 'or force instead of actually motivating them to improve performance" /he characteristics associated 'ith 6o! dissatisfaction are called hygiene factors" When these have !een ade0uately addressed( people 'ill not !e dissatisfied nor 'ill they !e satisfied" 2f you 'ant to motivate your team( you then have to focus on satisfaction factors li e achievement( recognition( and responsi!ility" E0T": Despite its 'ide acceptance( Her3!erg1s theory has its detractors" $ome say its methodology does not address the notion that 'hen things are going 'ell people tend to loo at the things they en6oy a!out their 6o!" When things are going !adly( ho'ever( they tend to !lame external factors" .chievement :ecognition /he 'or itself :esponsi!ility ./he psychologist )redric Her3!erg as ed the same 0uestion in the <G=Hs and JHs as a means of understanding employee satisfaction" He set out to determine the effect of attitude on motivation( !y as ing people to descri!e situations 'here they felt really good( and really !ad( a!out their 6o!s" What he found 'as that people 'ho felt good a!out their 6o!s gave very different responses from the people 'ho felt !ad" /hese results form the !asis of Her3!erg1s Motivation&Hygiene /heory +sometimes no'n as Her3!erg1s /'o )actor /heory".dvancement 7ro'th :actors *or )issatis*action Company Policies $upervision :elationship 'ith $upervisor and Peers Wor conditions $alary $tatus $ecurity /he conclusion he dre' is that 6o! satisfaction and 6o! dissatisfaction are not opposites" • • /he opposite of #atisfaction is $o #atisfaction. :emedying the causes of dissatisfaction 'ill not create satisfaction" 9or 'ill adding the factors of 6o! satisfaction eliminate 6o! dissatisfaction" 2f you have a hostile 'or environment( giving someone a promotion 'ill not ma e him or her satisfied" 2f you create a healthy 'or environment !ut do not provide mem!ers of your team 'ith any of the satisfaction factors( the 'or they1re doing 'ill still not !e satisfying" . Pu!lished in his famous article E5ne More /imeD Ho' do You Motivate EmployeesE( the conclusions he dre' 'ere extraordinarily influential( and still form the !edroc of good motivational practice nearly half a century later" Motivation&Hygiene /heory Her3!erg1s findings revealed that certain characteristics of a 6o! are consistently related to 6o! satisfaction( 'hile different factors are associated 'ith 6o! dissatisfaction" /hese areD :actors *or Satis*action . /he opposite of %issatisfaction is $o %issatisfaction.

nother common criticism is the fact that the theory assumes a strong correlation !et'een 6o! satisfaction and productivity" Her3!erg1s methodology did not address this relationship( therefore this assumption needs to !e correct for his findings to have practical relevance" /o apply Her3!erg1s theory( you need to adopt a t'o stage process to motivate people" )irstly( you need eliminate the dissatisfactions they1re experiencing and( secondly( you need to help them find satisfaction" $tep 5neD Eliminate Co! Dissatisfaction Her3!erg called the causes of dissatisfaction Ehygiene factorsE" /o get rid of them( you need toD • • • • • • )ix poor and o!structive company policies" Provide effective( supportive and non&intrusive supervision" Create and support a culture of respect and dignity for all team mem!ers" Ensure that 'ages are competitive" Build 6o! status !y providing meaningful 'or for all positions" Provide 6o! security" .nd there1s no point trying to motivate people until these issues are out of the 'ayYou can1t stop there( though" :emem!er( 6ust !ecause someone is not dissatisfied( it doesn1t mean he or she is satisfied either.ll of these actions help you eliminate 6o! dissatisfaction in your organi3ation" .9o' you have to turn your attention to !uilding 6o! satisfaction" $tep /'oD Create Conditions for Co! $atisfaction /o create satisfaction( Her3!erg says you need to address the motivating factors associated 'ith 'or " He called this E6o! enrichmentE" His premise 'as that every 6o! should !e examined to determine ho' it could !e made !etter and more satisfying to the person doing the 'or " /hings to consider includeD • • • • • • Providing opportunities for achievement" :ecogni3ing 'or ers1 contri!utions" Creating 'or that is re'arding and that matches the s ills and a!ilities of the 'or er" 7iving as much responsi!ility to each team mem!er as possi!le" Providing opportunities to advance in the company through internal promotions" 5ffering training and development opportunities( so that people can pursue the positions they 'ant 'ithin the company" Ti5 1: Here 'e1re approaching the su!6ect of motivation in a very general 'ay" 2n reality( you1ll need Edifferent stro es for different fol sE 4 in other 'ords( different people 'ill perceive different issues( and 'ill !e motivated !y different things" Ma e sure you tal 'ith your people regularly on a one&to&one !asis to find out 'hat matters to them" Ti5 2: Her3!erg1s theory is largely responsi!le for the practice of allo'ing people greater responsi!ility for planning and controlling their 'or ( as a means of increasing motivation and satisfaction" /o learn more a!out this( see the Mind /ools article on 1o enric#ment" 8ey PointsD /he relationship !et'een motivation and 6o! satisfaction is not overly complex" /he pro!lem is that many employers loo at the hygiene factors as 'ays to motivate 'hen in fact( !eyond the very short term( they do very little to motivate" Perhaps managers li e to use this approach !ecause they thin people are more financially motivated than( perhaps( they are( or perhaps it 6ust ta es less management effort to raise 'ages than it does to reevaluate company policy( and redesign 6o!s for maximum satisfaction" ..

See more at: http://www.pply /his to Your Nife 2f you lead a team( ta e a little time 'ith each of the mem!ers of your team to chec that they1re happy( that they thin they1re !eing fairly and respectfully treated( and that they1re not !eing affected !y unnecessary !ureaucracy" You may !e horrified !y 'hat you find once you start pro!ing +!ureaucracy( in particular( has a 'ay of spreading.dpuf $irota1s /hree&)actor /heory 8eeping Employees Enthusiastic Pride in a 6o! 'ell done" # i$toc photo High enthusiasm at 'or usually means eagerness( and a 'illingness to 'or hard" $o have you seen people !egin ne' 6o!s 'ith lots of enthusiasm( ready to start contri!uting( !ut then 'atched as they1ve steadily lost that motivation* Unfortunately( this is common" ..mindtools.nd it can lead to serious pro!lems for managers( as they struggle to motivate frustrated( indifferent( uncooperative( and unproductive team mem!ers" Close supervision( motivational speeches( re'ard programs( progressive discipline( and department transfers 4 these are all part of the manager1s tool!ox" Ho'ever( these strategies are often not effective" Dr David $irota( an organi3ational researcher and consultant( conducted research into 'ays of motivating employees" His 'or 'as !ased on surveys from over four million 'or ers around the 'orld 4 as 'ell as focus groups( intervie's( case studies( and informal o!servations" Most prominently laid out in his @HH= !oo ( T#e "nt#usiastic "m5lo%ee( he concluded that the 'ay to enthuse 'or ers is to give them 'hat they 'ant" $irota1s /hree&)actor /heory of Human Motivation in the Wor place is !ased on three fundamental principlesD .com/pages/article/new!""#7.( ho'ever you may !e a!le to improve things 0uic ly if you put your mind to it" /hen find out 'hat they 'ant from their 6o!s( do 'hat you can to give this to them( and help them gro' as individuals" 2f you do this systematically( you1ll !e ama3ed !y the impact this has on motivation/o explore ho' you can apply this at 'or ( ta e our Bite&$i3ed /raining session on 'oti(atin& =our Team .37r45(6r.When you1re see ing to motivate people( firstly get rid of the things that are annoying them a!out the company and the 'or place" Ma e sure they1re treated fairly( and 'ith respect" 5nce you1ve done this( loo for 'ays in 'hich you can help people gro' 'ithin their 6o!s( give them opportunities for achievement( and praise that achievement 'herever you find it" .htm#sthash.

llen1s three types of commitment in greater detail" .ffection for your 6o! +Eaffective commitmentE.a1f0)789.com/pages/article/new!""#07.!out the Model Cohn Meyer and 9atalie .dpuf /he /hree Component Model of Commitment 2mproving Commitment and Engagement Encourage positive commitment from your team" # i$toc photo%CasminaHHA Have you ever thought a!out 'hy people might !ecome emotionally committed to your organi3ation* $ome people are committed to their 6o!s !ecause they love 'hat they do( or !ecause their goals align 'ith those of the company" 5thers might stay !ecause they fear 'hat they could lose if they leave" $till others might stay !ecause they feel o!ligated to the company( or to their manager" Clearly( some of these types of commitment can have a negative effect on a person1s 'ell& !eing( self&respect( and 6o! satisfaction" $o( ho' can you avoid this( !ut still help team mem!ers feel committed to your team( or organi3ation( in a positive 'ay* 2n this article 'e1ll explore three common types of commitment( and 'e1ll loo at ho' you can ma e changes to improve team mem!er engagement and loyalty in an effective and positive 'ay" .llen developed their /hree Component Model of Commitment and pu!lished it in the <GG< EHuman :esource Management :evie'"E /he model explains that commitment to an organi3ation is a psychological state( and that it has three distinct components that affect ho' employees feel a!out the organi3ation that they 'or for" /he three components areD <" @" >" ." $ense of o!ligation to stay +Enormative commitmentE.mindtools.<" @" >" /he organi3ation1s goals are not in conflict 'ith the 'or ers1 goals" Wor ers have !asic needs that organi3ations should try to meet" $taff enthusiasm is a source of competitive advantage" /o understand and appreciate $irota1s theory( it1s important to recogni3e the starting pointD that most people start a ne' 6o! 'ith high levels of motivation and enthusiasm( and that they generally 'ant to en6oy 'hat they do" He argues that this natural state of motivation is then reduced( over time( !y !ad practices and poor conditions 'ithin the company" - See more at: http://www." You can use this model to increase commitment and engagement in your team( 'hile also helping people to experience a greater feeling of 'ell&!eing and 6o! satisfaction" Net1s loo at each of Meyer and .htm#sthash." )ear of loss +Econtinuance commitmentE.

ffection )or Your Co! +./hese team mem!ers might also !loc enthusiastic employees( or even lo'er the morale of the group" /o encourage positive changes( ma e sure that you1re lin ing people1s goals 'ith those of the team or organi3ation( using an approach li e 'ana&ement % 0 1ecti(es" 2f appropriate( see 'hether you can !etter align your team1s roles 'ith their s ills and interests( 'ith techni0ues such as !o Cra*tin&" 2t1s important to help people *in2 5ur5ose in their 'or " :emem!er that people are more li ely to develop affective commitment if they experience 5ositi(e emotions at 'or " Doing 'hat you can to #el5 5eo5le *louris# is a great 'ay to encourage people to thrive( and to en6oy the 'or that they1re doing" Ma e sure that you &i(e 5raise regularly( and create a #ealt#% wor.5lace( so that people are happy and productive" Managing Continuance and 9ormative Commitment 2n addition to helping people experience greater affective commitment( you can also use the model to carefully manage the amount of continuance and normative commitment that people may feel" . . /his type of commitment occurs 'hen you feel a sense of o!ligation to your organi3ation( even if you1re unhappy in your role( or even if you 'ant to pursue !etter opportunities" You feel that you should stay 'ith your organi3ation( !ecause it1s the right thing to do" /his sense of o!ligation can stem from several factors" You might feel that you should remain 'ith your organi3ation !ecause it has invested money or time in your training" 5r perhaps it provided a re'ard in advance( such as paying for your college tuition" /his o!ligation can also result from your up!ringing" )or instance( your family might have stressed that you should stay loyal to your organi3ation" Eote: /hese three types of commitment are not mutually exclusive" You can experience all three( or t'o of the three( in varying degrees" . /his type of commitment occurs 'hen you 'eigh up the pros and cons of leaving your organi3ation" You may feel that you need to stay at your company( !ecause the loss you1d experience !y leaving it is greater than the !enefit you thin you might gain in a ne' role" /hese perceived losses( or Eside !ets(E can !e monetary +you1d lose salary and !enefits.ffection for your 6o! occurs 'hen you feel a strong emotional attachment to your organi3ation( and to the 'or that you do" You1ll most li ely identify 'ith the organi3ation1s goals and values( and you genuinely 'ant to !e there" 2f you1re en6oying your 'or ( you1re li ely to feel good( and !e satisfied 'ith your 6o!" 2n turn( this increased 6o! satisfaction is li ely to add to your feeling of affective commitment" )ear of Noss +Continuance Commitment.F or social +you1d lose friendships or allies..pplying the Model By applying the /hree Component Model( you can help your team develop greater positive( affective commitment" By doing this( your people are li ely to feel an increased commitment to the team and organi3ation( and they1ll pro!a!ly feel more positive and more motivatedF and experience greater 6o! satisfaction" 2t1s important to do your !est to gro' affective commitment( and reduce your team1s reliance on continuance and normative commitment( so that you1re leading a team of people 'ho feel passionate for their roles" /eam mem!ers 'ith onl% continuance and normative commitment may feel !ored and unmotivated( and no leader 'ants a team 'ith those attitudes." /he severity of these ElossesE often increases 'ith age and experience" You1re more li ely to experience continuance commitment if you1re in an esta!lished( successful role( or if you1ve had several promotions 'ithin one organi3ation" $ense of 5!ligation to $tay +9ormative Commitment.F professional +you might lose seniority or role&related s ills that you1ve spent years ac0uiring.ffective Commitment.

0o:a*-61.You can reduce the dependency on continuance and normative commitments !y !eing a !etter leader( !y 'or ing on your general team mana&ement s.ffection for your 6o! +affective commitment." )ear of loss +continuance commitment." You can use the model to help your people experience greater affective commitment( 'hile ma ing sure that you don1t misuse continuance and normative commitment to eep people tied to your team or organi3ation" Your team 'ill function !est( and thrive( if you use your energy to gro' affective commitment" - See more at: http://www." $ense of o!ligation to stay +normative commitment.rcurs Ho' much are you motivated !y your expectations* 2f you expect to !e promoted !y follo'ing company policy Eto the letter(E ho' li ely are you to interpret policy your o'n 'ay and apply it differently to each situation* 2f( on the other hand( your !oss is unli ely to notice ho' closely you stic to company policy( ho' motivated 'ill you !e to stic to it* 2f people expect a positive and desira!le outcome( they1ll usually 'or hard to perform at the level expected of them" .llen developed the /hree Component Model of Commitment( and pu!lished it in the <GG< EHuman :esource Management :evie'"E /he model defines the three types of commitment as follo'sD <" @" >" .com/pages/article/three-component-modelcommitment.nd some people 'ill li ely feel a sense of normative commitment if their organi3ation has invested a lot in their training and development( for example" 2t1s nice to have these types of commitment( ho'ever( they1re a !onus( not something you should see to create8ey Points Cohn Meyer and 9atalie .htm#sthash.mindtools.dpuf Expectancy /heory Motivate Your /eam !y Nin ing Effort 'ith 5utcome When you 'or out( you expect to get fitter" # i$toc photo%YuriP.ills( and !y thin ing carefully a!out ho' your actions might influence your team mem!ers" Clearly( it doesn1t ma e sense to try to reduce continuance or normative commitment( ho'ever you should try not to rely on it( even if you1re una!le to achieve affective commitment at first" You should 'or on 'ays to ensure that team mem!ers !ecome happy and en6oy their 'or ( 'ithout ma ing them feel uncomforta!le during the process" Bear in mind( ho'ever( that people 'ill li ely experience continuance commitment at some point in their careers( !ecause they1ll feel that they need to stay in their 6o! to receive pay and !enefits" .

com/pages/article/new!""#7).dpuf Maslo'Is Hierarchy of 9eeds Building a Happier( More $atisfied /eam Meet people1s needs at each level in turn" # i$toc photo%Cill8yle 7ood leaders recogni3e that if they1re to !uild productive and highly successful teams( they need to understand and loo after the needs and 'ell&!eing of team mem!ers" /his is a fundamental part of the Eemotional contractE !et'een leaders and their teamsD When follo'ers no' they1re !eing loo ed after !y their leader( they1ll usually give their !est in return" Maslo'1s Hierarchy of 9eeds is a popular 'ay of thin ing a!out people1s needs" Pu!lished !y psychologist .htm#sthash. a given level of activity 'ill cause a given outcome and +!.2f 'e trust this relationship !et'een expectation and outcome( then motivating people should come do'n to three thingsD <" @" re'ard" >" 5utcome 4 ma ing sure that the re'ard is attractive" When these varia!les are high( 'e expect motivation to !e highD /he formula is 0uite simple" /he tric y part is creating 4 and maintaining 4 a strong lin !et'een high effort and high performance" /his is 'hat EExpectancy /heoryE says" Because it1s !ased on an intuitive( instinctive understanding of motivation( some say that expectancy theory is the most comprehensive explanation of motivation that 'e have" Expectancy theory 'as introduced in <GJ? !y . for a high level of activity( this outcome 'ill !e attractive" $o( to motivate people( you need to create t'o !asic lin sD Effort 4 encouraging the !elief that ma ing more effort 'ill improve performance" Performance 4 encouraging the !elief that a high level of performance 'ill !ring a good - See more at: http://www.!raham Maslo' in his <G?> article( EA T#eor% o* 8uman 'oti(ation(E this theory contends that as humans strive to meet our most !asic needs( 'e also see to satisfy a higher set of needs" Maslo' presents this set of needs as a hierarchy( consisting ofD <" @" >" ?" =" Physiological%!odily needs" $afety needs" Nove%!elonging needs" $elf&esteem" $elf&actuali3ation +the desire to !e Eall that you can !eE." /he theory argues that the most fundamental level starts 'ith the physiological need for food( 'ater and shelter" /his is follo'ed !y security and social needs" Maslo' !elieved that the .-(5&"1s.mindtools.room( in his !oo EWor and Motivation"E 2t argues that the strength of your motivation to act in a certain 'ay depends on the strength of your expectation that +a.ictor ..

s a manager( it is important to help employees or team mem!ers find this( other'ise the employee 'ill !ecome dissatisfied( restless( unproductive and may even loo for satisfaction else'here" .higher level needs( such as self&esteem and self&fulfillment( could only !e met after the lo'er level needs had !een satisfied" Understanding the /heoryD Maslo'1s hierarchic theory +see figure <.ccording to Maslo'( self&actuali3ation is a person1s need to do that 'hich he or she feels they are meant to do" .ctuali3ation /he need for self&actuali3ation develops only after all of the foregoing needs are satisfied" . is often represented as a pyramid( 'ith the lo'er levels representing the more fundamental needs( and the upper levels representing the gro'th%!eing needs( and ultimately the need for self&actuali3ation" .ccording to Maslo'( the need for security !ecomes evident only after a person1s physiological needs are met" While most adults are not acutely a'are of security needs until a crisis arises( it is important to understand this need and for managers to provide a safe 'or place" Nevel >D Belonging( $ocial 5nce the needs for safety are met( the need for a sense of !elonging( one in 'hich a give&and& ta e relationship is nurtured( !ecomes evident" Maslo' states that people see to overcome feelings of loneliness and alienation and managers must understand this to ensure employee involvement( production and motivation( etc" Nevel ?D $elf&Esteem 5nce the first three classes of needs are met( the need for self&esteem can !ecome dominant" Because this includes the esteem a person gets from others( managers 'ho understand this can use this tool to help ensure employees and team mem!ers feel valued and respected( driving up self&esteem" /his 'ill positively impact the employee and the employee1s motivation levels( productivity( a!ility to 'or on a team and alone( etc" 5n the other hand( if these needs are not met( an employee may !ecome frustrated( feel inferior and 'orthless and he or she may 'ithdra'" Nevel =D $elf&.ccording to the theory( the higher needs in the hierarchy !ecome evident only after all the needs that are lo'er do'n in the pyramid are met" :i&ure 1 D 'aslow7s 8ierarc#% o* Eee2s /hese levels areD Nevel <D Physiology( Body Physiological needs are !iological needs and include the needs for oxygen( food( 'ater( shelter( etc" /hey are the !asis for the hierarchy and are the strongest needs !ecause if a person 'ere deprived of all needs( the physiological ones come first in the person1s search for satisfaction" Nevel @D $ecurity .

mindtools.See more at: http://www.Using the /heoryD Maslo'1s Hierarchy of 9eeds is not so much a techni0ue or process to use as an idea to have in mind 'hen you1re thin ing a!out ho' you meet a team mem!er1s needs +for example( during a 0uarterly revie'.=f:>4< 0.dpuf .lderfer1s E:7 /heory Understanding the Priorities in People1s 9eeds People & li e plants & can only !lossom 'hen the conditions are right" # i$toc photo%NoyishP@ What do people need* Well( it depends on the circumstances" 2f you1re living in poverty in a famine area( your most important need is food" 5n the other hand( if you1re living in physical comfort !ut are isolated from people you no'( your top priority 'ill !e gaining access to friends or family" $o people have needs depending on their circumstances" /his is the !asis for 'aslow7s 8ierarc#% o* Eee2s( one of the !est& no'n theories of motivation" 2t argues that there are five levels of need( and that these are hierarchical( such that lo'er level needs must !e satisfied !efore higher ones" Maslo'1s five levels of need +starting 'ith the lo'est.s such( Maslo'1s Hierarchy gives hard&pressed managers EpermissionE to !e Egood !ossesE( no'ing that as such( they1re doing their !est to !uild highly effective( highly productive teams" /his site teaches you the s ills you need for a happy and successful careerF and this is 6ust one of many tools and resources that you1ll find #ere at 'in2 Tools" Clic #ere for more( su!scri!e to our *ree newsletter( or ecome a mem er for 6ust O<" . areD physiological( safety( social( self&esteem and self&actuali3ation" While it1s a useful starting point( Maslo'1s theory doesn1t fully reflect the true complexity of human motivation" Using the Hierarchy of 9eeds( our physiological need for food 'ould have to !e met !efore 'e felt the need for social relationships" 2n reality( these needs are usually not as independent as thatD You can !e hungry for love and food at the same time" Ni e'ise( .com/pages/article/new.nd it costs nothing to compliment people on a 6o! 'ell done" .htm#sthash. 'here team mem!ers can get to no' one&another outside the 'or environment" ." Managers often instinctively 'ant to use salary raises as a 'ay of motivating team mem!ers" Ho'ever the reality is usually that they have a fixed EpotE of raises to offer to their team mem!ers( and this often does not allo' the re'ards they 'ant to give" Maslo'1s theory is important for t'o reasonsD )irstly it points out that people1s needs are not 6ust met !y hard cash +'hich argua!ly addresses levels < and @." People have many needs 'hich have to !e met( and 'hile people may !e very 'ell paid( they can still !e unsatisfied if these needs aren1t met" $econdly( it gives managers a 'hole range of tools that they can use to !uild team satisfaction( even if they don1t have much money to give out" 2t usually doesn1t cost much to provide a safe 'or ing environment" 2t1s often inexpensive to have team socials +for example( around a !ar!ecue.D-#<:.

you can experience a need to !elong +social. but how she's treated.lderfer developed a ne' model to explain the simultaneous nature of Maslo'1s five needs" Called the E:7 /heory of motivation( he first pu!lished it in a <GJG article titled E.@1Av2Bs!.lderfer compressed Maslo'1s hierarchy of needs from five to threeD • • • Existence :elatedness 7ro'th +Hence EE:7E( standing for Existence( :elatedness and 7ro'th". .n Empirical /est of a 9e' /heory of Human 9eed"E 2n his theory( .htm#sthash.mindtools.the difference between a lady and a flower girl is not how she beha'es. at the same time you are loo ing for challenging 'or +esteem.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" .lderfer1s E:7 /heory /he psychologist Clayton ..im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &..com/pages/article/new!""#7?.t the most !asic level( people have existence needs" /hese map to Maslo'1s physiological and safety needs( as sho'n in )igure < !elo'" - See more at: http://www.& Understanding the /heory .dpuf Pygmalion Motivation Motivating High Performance 'ith High Expectations ." .

htm#sthash...See more at: http://www.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .com/pages/article/newLDR_88. but how she's treated.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .t0j1Si !.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" /he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .& Understanding the /heory .the difference between a lady and a flower girl is not how she beha'es.mindtools.

& Understanding the /heory .mindtools.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.com/pages/article/newLDR_88. but how she's treated..less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .the difference between a lady and a flower girl is not how she beha'es.See more at: http://www.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ..dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .nd so your lo'er expectations( al!eit .t0j1Si !.htm#sthash.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" /he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .

s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .See more at: http://www.. but how she's treated.mindtools.unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" /he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D ..t0j1Si !.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .the difference between a lady and a flower girl is not how she beha'es.& Understanding the /heory .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.com/pages/article/newLDR_88.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" .htm#sthash.

t0j1Si !.htm#sthash.mindtools.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .& Understanding the /heory .the difference between a lady and a flower girl is not how she beha'es..dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .com/pages/article/newLDR_88. but how she's treated.More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" /he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D ..s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .See more at: http://www.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.

See more at: http://www.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" . but how she's treated..s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .the difference between a lady and a flower girl is not how she beha'es.& Understanding the /heory .com/pages/article/newLDR_88./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D ..t0j1Si !.mindtools.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .htm#sthash.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.

.See more at: http://www. but how she's treated.the difference between a lady and a flower girl is not how she beha'es.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &..nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .t0j1Si !./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .htm#sthash.com/pages/article/newLDR_88.& Understanding the /heory .mindtools.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .

nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .mindtools.& Understanding the /heory . but how she's treated.the difference between a lady and a flower girl is not how she beha'es.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .See more at: http://www.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations ...htm#sthash./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .com/pages/article/newLDR_88.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.t0j1Si !.

dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .com/pages/article/newLDR_88.t0j1Si !./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .& Understanding the /heory .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .. but how she's treated.mindtools.the difference between a lady and a flower girl is not how she beha'es..See more at: http://www.htm#sthash.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .

/he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D ..htm#sthash.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .& Understanding the /heory .the difference between a lady and a flower girl is not how she beha'es.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.com/pages/article/newLDR_88.See more at: http://www. but how she's treated..mindtools.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .t0j1Si !.

& Understanding the /heory .mindtools./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .htm#sthash.See more at: http://www.. but how she's treated.com/pages/article/newLDR_88.the difference between a lady and a flower girl is not how she beha'es.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ..t0j1Si !.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.

/he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .& Understanding the /heory .See more at: http://www..mindtools.htm#sthash..im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.com/pages/article/newLDR_88.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .the difference between a lady and a flower girl is not how she beha'es.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" . but how she's treated.t0j1Si !.

htm#sthash.the difference between a lady and a flower girl is not how she beha'es.mindtools. but how she's treated..nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .t0j1Si !.See more at: http://www../he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .com/pages/article/newLDR_88.& Understanding the /heory .

the difference between a lady and a flower girl is not how she beha'es../he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .See more at: http://www.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .htm#sthash.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .mindtools..dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .& Understanding the /heory .com/pages/article/newLDR_88.t0j1Si !.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &. but how she's treated.

dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .the difference between a lady and a flower girl is not how she beha'es. but how she's treated..s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .mindtools.t0j1Si !.& Understanding the /heory .See more at: http://www.htm#sthash.com/pages/article/newLDR_88.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &../he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .

nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .& Understanding the /heory .t0j1Si !. but how she's treated..dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .mindtools.htm#sthash..the difference between a lady and a flower girl is not how she beha'es.com/pages/article/newLDR_88.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .See more at: http://www.

com/pages/article/newLDR_88..dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .mindtools..See more at: http://www.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" . but how she's treated.htm#sthash.t0j1Si !.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .the difference between a lady and a flower girl is not how she beha'es.& Understanding the /heory .

im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.htm#sthash.the difference between a lady and a flower girl is not how she beha'es.& Understanding the /heory . but how she's treated.mindtools.t0j1Si !.See more at: http://www.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .com/pages/article/newLDR_88./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ...

& Understanding the /heory .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .the difference between a lady and a flower girl is not how she beha'es.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &..t0j1Si !. but how she's treated.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .com/pages/article/newLDR_88./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .mindtools.htm#sthash.See more at: http://www..

s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .the difference between a lady and a flower girl is not how she beha'es.& Understanding the /heory ..im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &. but how she's treated.com/pages/article/newLDR_88..htm#sthash.t0j1Si !.mindtools.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .See more at: http://www.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .

the difference between a lady and a flower girl is not how she beha'es..t0j1Si !.mindtools.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .See more at: http://www.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .htm#sthash.& Understanding the /heory . but how she's treated.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.com/pages/article/newLDR_88../he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .

im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.mindtools.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ..s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .& Understanding the /heory .t0j1Si !.com/pages/article/newLDR_88./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D ..htm#sthash. but how she's treated.the difference between a lady and a flower girl is not how she beha'es.See more at: http://www.

but how she's treated.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .com/pages/article/newLDR_88.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.mindtools.htm#sthash.& Understanding the /heory .t0j1Si !.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations ...the difference between a lady and a flower girl is not how she beha'es./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .See more at: http://www.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .

nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ..See more at: http://www.mindtools.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.the difference between a lady and a flower girl is not how she beha'es.com/pages/article/newLDR_88. but how she's treated.htm#sthash.t0j1Si !.& Understanding the /heory .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations ..

/he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .the difference between a lady and a flower girl is not how she beha'es.See more at: http://www.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .mindtools.& Understanding the /heory .t0j1Si !.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.htm#sthash.. but how she's treated..com/pages/article/newLDR_88.

but how she's treated.See more at: http://www.& Understanding the /heory ./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .the difference between a lady and a flower girl is not how she beha'es.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &..t0j1Si !.htm#sthash.mindtools.com/pages/article/newLDR_88..nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .

the difference between a lady and a flower girl is not how she beha'es. but how she's treated..htm#sthash../he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .com/pages/article/newLDR_88.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .& Understanding the /heory .See more at: http://www.mindtools.t0j1Si !.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .

.t0j1Si !.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .htm#sthash.& Understanding the /heory .mindtools..im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.the difference between a lady and a flower girl is not how she beha'es. but how she's treated./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .com/pages/article/newLDR_88.See more at: http://www.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .

htm#sthash.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .See more at: http://www.the difference between a lady and a flower girl is not how she beha'es.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.mindtools.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .& Understanding the /heory ../he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .t0j1Si !.. but how she's treated.com/pages/article/newLDR_88.

mindtools.htm#sthash.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .. but how she's treated.com/pages/article/newLDR_88.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.See more at: http://www.the difference between a lady and a flower girl is not how she beha'es.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ..dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .& Understanding the /heory .t0j1Si !.

.t0j1Si !.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &. but how she's treated.See more at: http://www.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .mindtools..s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .com/pages/article/newLDR_88.htm#sthash.& Understanding the /heory .the difference between a lady and a flower girl is not how she beha'es.

nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D ..com/pages/article/newLDR_88.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.& Understanding the /heory .t0j1Si !..htm#sthash.mindtools.See more at: http://www.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" . but how she's treated.the difference between a lady and a flower girl is not how she beha'es.

s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .com/pages/article/newLDR_88../he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .mindtools.See more at: http://www.the difference between a lady and a flower girl is not how she beha'es.htm#sthash. but how she's treated.& Understanding the /heory .t0j1Si !.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations ..

See more at: http://www. but how she's treated.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .& Understanding the /heory .mindtools.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .com/pages/article/newLDR_88.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .the difference between a lady and a flower girl is not how she beha'es.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ..t0j1Si !..htm#sthash.

/he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .the difference between a lady and a flower girl is not how she beha'es.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations ..mindtools.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .See more at: http://www.t0j1Si !.& Understanding the /heory .htm#sthash..com/pages/article/newLDR_88. but how she's treated.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.

/he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D - See more at: http://www.mindtools.com/pages/article/newLDR_88.htm#sthash.t0j1Si !.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations

,im high" # i$toc photo%hoodesigns

/he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &...the difference between a lady and a flower girl is not how she beha'es, but how she's treated.& Understanding the /heory ,s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ,nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on"

/he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D - See more at: http://www.mindtools.com/pages/article/newLDR_88.htm#sthash.t0j1Si !.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations

,im high" # i$toc photo%hoodesigns

/he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &...the difference between a lady and a flower girl is not how she beha'es, but how she's treated.& Understanding the /heory ,s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ,nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on"

/he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D - See more at: http://www.mindtools.com/pages/article/newLDR_88.htm#sthash.t0j1Si !.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations

,im high" # i$toc photo%hoodesigns

/he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &...the difference between a lady and a flower girl is not how she beha'es, but how she's treated.& Understanding the /heory ,s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ,nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on"

/he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D - See more at: http://www.mindtools.com/pages/article/newLDR_88.htm#sthash.t0j1Si !.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations

,im high" # i$toc photo%hoodesigns

/he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &...the difference between a lady and a flower girl is not how she beha'es, but how she's treated.& Understanding the /heory ,s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ,nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on"

/he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D - See more at: http://www.mindtools.com/pages/article/newLDR_88.htm#sthash.t0j1Si !.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations

,im high" # i$toc photo%hoodesigns

/he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &...the difference between a lady and a flower girl is not how she beha'es, but how she's treated.& Understanding the /heory ,s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ,nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on"

/he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D - See more at: http://www.mindtools.com/pages/article/newLDR_88.htm#sthash.t0j1Si !.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations

,im high" # i$toc photo%hoodesigns

/he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &...the difference between a lady and a flower girl is not how she beha'es, but how she's treated.& Understanding the /heory ,s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ,nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on"

/he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D - See more at: http://www.mindtools.com/pages/article/newLDR_88.htm#sthash.t0j1Si !.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations

,im high" # i$toc photo%hoodesigns

/he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &...the difference between a lady and a flower girl is not how she beha'es, but how she's treated.& Understanding the /heory ,s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ,nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on"

/he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D - See more at: http://www.mindtools.com/pages/article/newLDR_88.htm#sthash.t0j1Si !.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations

,im high" # i$toc photo%hoodesigns

/he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &...the difference between a lady and a flower girl is not how she beha'es, but how she's treated.& Understanding the /heory ,s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ,nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on"

/he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D - See more at: http://www.mindtools.com/pages/article/newLDR_88.htm#sthash.t0j1Si !.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations

,im high" # i$toc photo%hoodesigns

/he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &...the difference between a lady and a flower girl is not how she beha'es, but how she's treated.& Understanding the /heory ,s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ,nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on"

/he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D - See more at: http://www.mindtools.com/pages/article/newLDR_88.htm#sthash.t0j1Si !.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations

,im high" # i$toc photo%hoodesigns

/he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &...the difference between a lady and a flower girl is not how she beha'es, but how she's treated.& Understanding the /heory ,s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ,nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on"

/he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D - See more at: http://www.mindtools.com/pages/article/newLDR_88.htm#sthash.t0j1Si !.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations

,im high" # i$toc photo%hoodesigns

/he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &...the difference between a lady and a flower girl is not how she beha'es, but how she's treated.& Understanding the /heory ,s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ,nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on"

/he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D - See more at: http://www.mindtools.com/pages/article/newLDR_88.htm#sthash.t0j1Si !.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations

,im high" # i$toc photo%hoodesigns

/he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &...the difference between a lady and a flower girl is not how she beha'es, but how she's treated.& Understanding the /heory ,s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ,nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on"

t0j1Si !.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .the difference between a lady and a flower girl is not how she beha'es.See more at: http://www. but how she's treated.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .mindtools..htm#sthash..com/pages/article/newLDR_88.& Understanding the /heory .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .

the difference between a lady and a flower girl is not how she beha'es.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .t0j1Si !..com/pages/article/newLDR_88.& Understanding the /heory .See more at: http://www.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.mindtools.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" . but how she's treated./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .htm#sthash..

/he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D ..s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" . but how she's treated.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.the difference between a lady and a flower girl is not how she beha'es.& Understanding the /heory ..com/pages/article/newLDR_88.See more at: http://www.mindtools.t0j1Si !.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .htm#sthash.

but how she's treated../he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .See more at: http://www.htm#sthash.& Understanding the /heory .mindtools.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .t0j1Si !..im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.com/pages/article/newLDR_88.the difference between a lady and a flower girl is not how she beha'es.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .

s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .& Understanding the /heory .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .the difference between a lady and a flower girl is not how she beha'es.com/pages/article/newLDR_88.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ../he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D . but how she's treated.mindtools.t0j1Si !.See more at: http://www.htm#sthash..im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.

im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ..& Understanding the /heory .the difference between a lady and a flower girl is not how she beha'es. but how she's treated.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .See more at: http://www.t0j1Si !..com/pages/article/newLDR_88.htm#sthash./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .mindtools.

but how she's treated.See more at: http://www.the difference between a lady and a flower girl is not how she beha'es./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .t0j1Si !.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.& Understanding the /heory ..htm#sthash.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .com/pages/article/newLDR_88.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .mindtools..s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .

nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .& Understanding the /heory .t0j1Si !.com/pages/article/newLDR_88./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ..htm#sthash.the difference between a lady and a flower girl is not how she beha'es.See more at: http://www. but how she's treated.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &..mindtools.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .

See more at: http://www.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.t0j1Si !.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .com/pages/article/newLDR_88.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .htm#sthash. but how she's treated./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .mindtools.& Understanding the /heory .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ..the difference between a lady and a flower girl is not how she beha'es..

See more at: http://www.com/pages/article/newLDR_88.t0j1Si !.mindtools. but how she's treated.the difference between a lady and a flower girl is not how she beha'es..im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .htm#sthash.& Understanding the /heory ./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D ..s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .

& Understanding the /heory ..s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .the difference between a lady and a flower girl is not how she beha'es.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.htm#sthash.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .com/pages/article/newLDR_88.t0j1Si !. but how she's treated.See more at: http://www.mindtools./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D ..

/he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .the difference between a lady and a flower girl is not how she beha'es.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" . but how she's treated.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.See more at: http://www.t0j1Si !.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .htm#sthash..dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .com/pages/article/newLDR_88.& Understanding the /heory ..mindtools.

See more at: http://www. but how she's treated.the difference between a lady and a flower girl is not how she beha'es.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ..mindtools.com/pages/article/newLDR_88..im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.& Understanding the /heory .t0j1Si !./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .htm#sthash.

/he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .& Understanding the /heory .s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .See more at: http://www. but how she's treated..mindtools..t0j1Si !.htm#sthash.the difference between a lady and a flower girl is not how she beha'es.com/pages/article/newLDR_88.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.

See more at: http://www.htm#sthash.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .the difference between a lady and a flower girl is not how she beha'es.& Understanding the /heory . but how she's treated.mindtools..t0j1Si !.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ..com/pages/article/newLDR_88.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .

com/pages/article/newLDR_88..& Understanding the /heory .htm#sthash./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D ..s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .mindtools.See more at: http://www. but how she's treated.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .the difference between a lady and a flower girl is not how she beha'es.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .t0j1Si !.

./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .t0j1Si !..See more at: http://www.com/pages/article/newLDR_88.htm#sthash. but how she's treated.mindtools.the difference between a lady and a flower girl is not how she beha'es.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .& Understanding the /heory .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .

mindtools.the difference between a lady and a flower girl is not how she beha'es.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .t0j1Si !./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .& Understanding the /heory .htm#sthash..im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.See more at: http://www..com/pages/article/newLDR_88. but how she's treated.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .

.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .htm#sthash.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .& Understanding the /heory .See more at: http://www.the difference between a lady and a flower girl is not how she beha'es.mindtools.t0j1Si !. but how she's treated..im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .com/pages/article/newLDR_88.

t0j1Si !..nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .mindtools.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .& Understanding the /heory .com/pages/article/newLDR_88.htm#sthash.See more at: http://www. but how she's treated.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .the difference between a lady and a flower girl is not how she beha'es..

/he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .htm#sthash.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ...im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .mindtools.t0j1Si !. but how she's treated.& Understanding the /heory .s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .the difference between a lady and a flower girl is not how she beha'es.See more at: http://www.com/pages/article/newLDR_88.

the difference between a lady and a flower girl is not how she beha'es.com/pages/article/newLDR_88.& Understanding the /heory .t0j1Si !.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .. but how she's treated.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .htm#sthash.mindtools..See more at: http://www.

.com/pages/article/newLDR_88.t0j1Si !.mindtools.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .& Understanding the /heory .htm#sthash.See more at: http://www.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" . but how she's treated.the difference between a lady and a flower girl is not how she beha'es.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations ../he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.

but how she's treated.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .htm#sthash..See more at: http://www.mindtools.t0j1Si !.com/pages/article/newLDR_88.& Understanding the /heory .the difference between a lady and a flower girl is not how she beha'es./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ..

nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .See more at: http://www.& Understanding the /heory . but how she's treated.the difference between a lady and a flower girl is not how she beha'es..mindtools.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .com/pages/article/newLDR_88./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .htm#sthash..t0j1Si !.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.

mindtools.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations ..the difference between a lady and a flower girl is not how she beha'es.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.htm#sthash.com/pages/article/newLDR_88./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .See more at: http://www..nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" . but how she's treated.& Understanding the /heory .t0j1Si !.

.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .t0j1Si !./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .See more at: http://www.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .htm#sthash.mindtools.com/pages/article/newLDR_88. but how she's treated.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.& Understanding the /heory .the difference between a lady and a flower girl is not how she beha'es.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations ..

.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .See more at: http://www.mindtools.htm#sthash. but how she's treated.t0j1Si !..the difference between a lady and a flower girl is not how she beha'es.& Understanding the /heory ./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .com/pages/article/newLDR_88.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .

See more at: http://www. but how she's treated.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.mindtools..the difference between a lady and a flower girl is not how she beha'es.htm#sthash.com/pages/article/newLDR_88.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .t0j1Si !..dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations ./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .& Understanding the /heory .s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .

the difference between a lady and a flower girl is not how she beha'es.t0j1Si !.com/pages/article/newLDR_88../he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .htm#sthash..im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .See more at: http://www.mindtools. but how she's treated.& Understanding the /heory .

the difference between a lady and a flower girl is not how she beha'es.htm#sthash.& Understanding the /heory ./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ..com/pages/article/newLDR_88.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations . but how she's treated.mindtools.t0j1Si !.See more at: http://www..

nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .com/pages/article/newLDR_88. but how she's treated.the difference between a lady and a flower girl is not how she beha'es.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &..htm#sthash../he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .mindtools.& Understanding the /heory .See more at: http://www.t0j1Si !.

dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ..& Understanding the /heory .See more at: http://www.t0j1Si !./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ..com/pages/article/newLDR_88.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &. but how she's treated.htm#sthash.mindtools.the difference between a lady and a flower girl is not how she beha'es.

htm#sthash.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations ..s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .the difference between a lady and a flower girl is not how she beha'es.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ../he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D . but how she's treated.t0j1Si !.com/pages/article/newLDR_88.See more at: http://www.mindtools.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.& Understanding the /heory .

im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.com/pages/article/newLDR_88..s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .& Understanding the /heory .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .See more at: http://www.the difference between a lady and a flower girl is not how she beha'es.htm#sthash.t0j1Si !.mindtools..dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations . but how she's treated./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .

nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .mindtools.com/pages/article/newLDR_88./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D ..See more at: http://www..dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations . but how she's treated.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .the difference between a lady and a flower girl is not how she beha'es.& Understanding the /heory .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.t0j1Si !.htm#sthash.

com/pages/article/newLDR_88./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .& Understanding the /heory .the difference between a lady and a flower girl is not how she beha'es..See more at: http://www. but how she's treated.t0j1Si !.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ..mindtools.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.htm#sthash.

mindtools.com/pages/article/newLDR_88.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .. but how she's treated..htm#sthash.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.t0j1Si !.See more at: http://www.the difference between a lady and a flower girl is not how she beha'es./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .& Understanding the /heory .

htm#sthash.com/pages/article/newLDR_88.the difference between a lady and a flower girl is not how she beha'es. but how she's treated.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ...t0j1Si !.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .mindtools.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .See more at: http://www./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .& Understanding the /heory .

im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.& Understanding the /heory .mindtools.t0j1Si !.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .com/pages/article/newLDR_88.htm#sthash./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .the difference between a lady and a flower girl is not how she beha'es.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .. but how she's treated.See more at: http://www.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ..

See more at: http://www.mindtools.com/pages/article/newLDR_88.htm#sthash.the difference between a lady and a flower girl is not how she beha'es.t0j1Si !.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" . but how she's treated./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ...& Understanding the /heory .

im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.See more at: http://www..dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .mindtools. but how she's treated.& Understanding the /heory .com/pages/article/newLDR_88.htm#sthash.t0j1Si !.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ..s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .the difference between a lady and a flower girl is not how she beha'es.

s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .mindtools.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &. but how she's treated.the difference between a lady and a flower girl is not how she beha'es.& Understanding the /heory .See more at: http://www.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ..dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .com/pages/article/newLDR_88./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .t0j1Si !.htm#sthash..

but how she's treated.mindtools.t0j1Si !.com/pages/article/newLDR_88..the difference between a lady and a flower girl is not how she beha'es.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .htm#sthash./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .& Understanding the /heory .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ..im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.See more at: http://www.

com/pages/article/newLDR_88.t0j1Si !. but how she's treated.htm#sthash.See more at: http://www...s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .mindtools.& Understanding the /heory .the difference between a lady and a flower girl is not how she beha'es.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations ./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .

.See more at: http://www../he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .t0j1Si !.mindtools. but how she's treated.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.& Understanding the /heory .com/pages/article/newLDR_88.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .htm#sthash.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .the difference between a lady and a flower girl is not how she beha'es.

but how she's treated.& Understanding the /heory .mindtools.com/pages/article/newLDR_88.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ..htm#sthash./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D ..t0j1Si !.the difference between a lady and a flower girl is not how she beha'es.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .See more at: http://www.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.

dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .& Understanding the /heory . but how she's treated..mindtools.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.com/pages/article/newLDR_88.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .htm#sthash..the difference between a lady and a flower girl is not how she beha'es.See more at: http://www.t0j1Si !.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .

dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .& Understanding the /heory .com/pages/article/newLDR_88. but how she's treated.See more at: http://www.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ...mindtools.t0j1Si !.the difference between a lady and a flower girl is not how she beha'es.htm#sthash.

See more at: http://www..com/pages/article/newLDR_88.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .t0j1Si !.& Understanding the /heory . but how she's treated.the difference between a lady and a flower girl is not how she beha'es..s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .mindtools.htm#sthash.

mindtools..com/pages/article/newLDR_88. but how she's treated./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D ..s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .htm#sthash.t0j1Si !.& Understanding the /heory .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.See more at: http://www.the difference between a lady and a flower girl is not how she beha'es.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .

t0j1Si !.mindtools.. but how she's treated..dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .htm#sthash./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .See more at: http://www.com/pages/article/newLDR_88.the difference between a lady and a flower girl is not how she beha'es.& Understanding the /heory .

t0j1Si !.the difference between a lady and a flower girl is not how she beha'es.& Understanding the /heory .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations ./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D ..See more at: http://www.htm#sthash.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" . but how she's treated.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ..mindtools.com/pages/article/newLDR_88.

See more at: http://www..& Understanding the /heory .s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .htm#sthash.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ..t0j1Si !./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .com/pages/article/newLDR_88.the difference between a lady and a flower girl is not how she beha'es.mindtools. but how she's treated.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.

.mindtools..dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .& Understanding the /heory .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .htm#sthash. but how she's treated.See more at: http://www.com/pages/article/newLDR_88.t0j1Si !.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.the difference between a lady and a flower girl is not how she beha'es.

dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations ..htm#sthash..mindtools.the difference between a lady and a flower girl is not how she beha'es.& Understanding the /heory .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .com/pages/article/newLDR_88. but how she's treated./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.See more at: http://www.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .t0j1Si !.

htm#sthash./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .& Understanding the /heory ...mindtools.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.See more at: http://www.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .com/pages/article/newLDR_88.the difference between a lady and a flower girl is not how she beha'es.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .t0j1Si !. but how she's treated.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .

htm#sthash.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .t0j1Si !...& Understanding the /heory .See more at: http://www. but how she's treated.mindtools.com/pages/article/newLDR_88.the difference between a lady and a flower girl is not how she beha'es.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .

nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .& Understanding the /heory .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.mindtools.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .t0j1Si !.the difference between a lady and a flower girl is not how she beha'es.com/pages/article/newLDR_88... but how she's treated.htm#sthash.See more at: http://www.

com/pages/article/newLDR_88.the difference between a lady and a flower girl is not how she beha'es./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ..nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .& Understanding the /heory ..See more at: http://www.mindtools.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.htm#sthash.t0j1Si !.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations . but how she's treated.

& Understanding the /heory .t0j1Si !.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &..s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" ..com/pages/article/newLDR_88.htm#sthash.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .See more at: http://www. but how she's treated.mindtools.the difference between a lady and a flower girl is not how she beha'es./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .

s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .com/pages/article/newLDR_88.the difference between a lady and a flower girl is not how she beha'es.t0j1Si !.See more at: http://www.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &...dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .mindtools. but how she's treated.& Understanding the /heory .htm#sthash.

the difference between a lady and a flower girl is not how she beha'es.& Understanding the /heory .t0j1Si !.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.See more at: http://www./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D ..mindtools..htm#sthash.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations . but how she's treated.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .com/pages/article/newLDR_88.

im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .t0j1Si !.See more at: http://www..htm#sthash.& Understanding the /heory .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations ./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ..mindtools. but how she's treated.the difference between a lady and a flower girl is not how she beha'es.com/pages/article/newLDR_88.

im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &. but how she's treated...nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .See more at: http://www.t0j1Si !.mindtools.htm#sthash.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .com/pages/article/newLDR_88.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .& Understanding the /heory .the difference between a lady and a flower girl is not how she beha'es./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .

but how she's treated.t0j1Si !.htm#sthash.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &..See more at: http://www./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .mindtools.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ..com/pages/article/newLDR_88.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .& Understanding the /heory .the difference between a lady and a flower girl is not how she beha'es.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .

See more at: http://www.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &..the difference between a lady and a flower girl is not how she beha'es..com/pages/article/newLDR_88.t0j1Si !.& Understanding the /heory .mindtools. but how she's treated.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .htm#sthash.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" ./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .

dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .com/pages/article/newLDR_88.s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .the difference between a lady and a flower girl is not how she beha'es. but how she's treated.htm#sthash.See more at: http://www../he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .& Understanding the /heory .mindtools.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .t0j1Si !..im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.

.& Understanding the /heory .t0j1Si !.See more at: http://www..im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &.mindtools.com/pages/article/newLDR_88. but how she's treated./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .htm#sthash.the difference between a lady and a flower girl is not how she beha'es.nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .

/he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D .the difference between a lady and a flower girl is not how she beha'es.htm#sthash.t0j1Si !. but how she's treated.im high" # i$toc photo%hoodesigns /he Pygmalion Effect helps you thin a!out ho' your expectations of other people can influence or motivate their performance" 2t argues that !y setting and communicating high performance expectations( you can motivate !etter performance from the people you lead and manage" /he effect 'as originally studied in context of teachers1 expectations of their studentsD $tudents 'ho are expected to perform 'ell usually do so" /hose students of 'hom teachers have lo'er expectations 'ill generally perform less 'ell" Ho'ever( this approach has clear application in the corporate 'orld" /his effect is named after 7eorge Bernard $ha'1s play EPygmalionE( 'hich is the !asis of the film and stage musical EMy )air NadyE" $ha' summari3es the effect !y character Professor Higgins1 o!servation thatD &..s a manager or supervisor( your aim is to get the !est performance from the people 'ho 'or from you" 2f you have high expectations of a mem!er of your team( this can reinforce your efforts" 5n the other hand( if you convey lo'er expectations of an individual( this can undermine your efforts to improve his or her performance" Without no'ing it( you may sho' lo' expectations !y delegating less challenging and interesting 'or " You may pay less attention to team mem!ers1 performance and give them less support and praise" 2n return( the team mem!er may feel undervalued and untrusted( and his or her confidence may !e undermined" .com/pages/article/newLDR_88.See more at: http://www.dp"# Pygmalion Motivation Motivating High Performance 'ith High Expectations .& Understanding the /heory .nd so your lo'er expectations( al!eit unconsciously communicated( can demotivate the team mem!er( creating the exact opposite effect of the performance improvement that you 'ant" More than this( the effect of lo' expectations can create a vicious circle 4 you expect less( you get less( you lo'er your expectations and further demotivate( and so on" .mindtools..

See more at: http://www.dpufPygmalion Motivation Motivating High Performance with High Expectations Aim high. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. However$ this approach has clear application in the corporate world.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.mindtools.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. hose st!dents of whom teachers have lower expectations will generally perform less well.. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).com/pages/article/new.es the effect "y character Professor Higgins% o"servation that& ). /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work./he good ne's is that the opposite is also true" By setting and communicating higher expectations( you can motivate team mem!ers and create a virtuous circle leading to continuously improving performance" Using the /heory /o use this ne' techni0ue to shape the 'ay you express your expectations( follo' the steps !elo'D . © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.D-#??. . #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise..t9C3Si%*. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. .the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.htm#sthash. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. Shaw s!mmari.

© iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. Shaw s!mmari. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.mindtools. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. However$ this approach has clear application in the corporate world.he good news is that the opposite is also tr!e. . he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so..) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.com/pages/article/new+45677.t9:.htm8sthash. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. hose st!dents of whom teachers have lower expectations will generally perform less well.Si.es the effect "y character Professor Higgins% o"servation that& ).. . #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.y. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).

the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. However$ this approach has clear application in the corporate world.y. hose st!dents of whom teachers have lower expectations will generally perform less well. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.Si. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.mindtools. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.com/pages/article/new+45677. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. 0o! may pay less attention to team mem"ers% performance and give .More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.. Shaw s!mmari.es the effect "y character Professor Higgins% o"servation that& ). . his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).htm8sthash.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.t9:.. he good news is that the opposite is also tr!e.

© iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.them less s!pport and praise.t9:. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. he good news is that the opposite is also tr!e..y. #f yo! have high expectations of a mem"er of yo!r team$ this can . (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.com/pages/article/new+45677..es the effect "y character Professor Higgins% o"servation that& ).dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. However$ this approach has clear application in the corporate world. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.Si. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. hose st!dents of whom teachers have lower expectations will generally perform less well. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.mindtools.htm8sthash. Shaw s!mmari.

the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.t9:.) .y.mindtools. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. hose st!dents of whom teachers have lower expectations will generally perform less well. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.htm8sthash. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.reinforce yo!r efforts. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want..es the effect "y character Professor Higgins% o"servation that& ).Si. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. Shaw s!mmari.. .com/pages/article/new+45677. However$ this approach has clear application in the corporate world. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. he good news is that the opposite is also tr!e.

-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. However$ this approach has clear application in the corporate world.y.t9:. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. . (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.htm8sthash.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.mindtools. . 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.Si.com/pages/article/new+45677. hose st!dents of whom teachers have lower expectations will generally perform less well. he good news is that the opposite is also tr!e.

#t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).es the effect "y character Professor Higgins% o"servation that& ).htm8sthash.com/pages/article/new+45677..y. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.t9:. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. . #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. Shaw s!mmari. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.Si.mindtools. he good news is that the opposite is also tr!e. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. . -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.

.t9:. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. hose st!dents of whom teachers have lower expectations will generally perform less well. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.com/pages/article/new+45677. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. © iStockphoto/hoodesigns . #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.y. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.Si. Shaw s!mmari.es the effect "y character Professor Higgins% o"servation that& ). -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.mindtools. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.htm8sthash. he good news is that the opposite is also tr!e.. However$ this approach has clear application in the corporate world.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.

mindtools. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. However$ this approach has clear application in the corporate world. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.. he good news is that the opposite is also tr!e. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.y.es the effect "y character Professor Higgins% o"servation that& ).dp!fPygmali on Motivation Motivating High Performance with High Expectations .htm8sthash. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.com/pages/article/new+45677. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.t9:. . #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. hose st!dents of whom teachers have lower expectations will generally perform less well.Si. Shaw s!mmari. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.

However$ this approach has clear application in the corporate world.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. . Shaw s!mmari. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& .the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. he good news is that the opposite is also tr!e. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. hose st!dents of whom teachers have lower expectations will generally perform less well. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.Aim high.es the effect "y character Professor Higgins% o"servation that& )..

3 See more at& http&//www.y.es the effect "y character Professor Higgins% o"servation that& ). #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.Si. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.t9:.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.mindtools. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. . he good news is that the opposite is also tr!e.com/pages/article/new+45677. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. . his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari. However$ this approach has clear application in the corporate world.. hose st!dents of whom teachers have lower expectations will generally perform less well. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.htm8sthash. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.

However$ this approach has clear application in the corporate world.y. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on..dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.t9:.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.es the effect "y character Professor Higgins% o"servation that& ).n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.htm8sthash.. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.com/pages/article/new+45677. . . Shaw s!mmari. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. hose st!dents of whom teachers have lower expectations will generally perform less well.Si. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.mindtools. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.

t9:. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.htm8sthash.Si.es the effect "y character Professor Higgins% o"servation that& ).the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance..y. hose st!dents of whom teachers have lower expectations will generally perform less well. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.he good news is that the opposite is also tr!e. Shaw s!mmari. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). However$ this approach has clear application in the corporate world. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. .dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. . #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.mindtools.com/pages/article/new+45677. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts..

. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.htm8sthash.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.es the effect "y character Professor Higgins% o"servation that& ).n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. . 0o! may pay less attention to team mem"ers% performance and give . However$ this approach has clear application in the corporate world.mindtools.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.com/pages/article/new+45677.y. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.Si. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).t9:. he good news is that the opposite is also tr!e.. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. Shaw s!mmari. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. hose st!dents of whom teachers have lower expectations will generally perform less well. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.

them less s!pport and praise.htm8sthash. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).t9:. However$ this approach has clear application in the corporate world. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. #f yo! have high expectations of a mem"er of yo!r team$ this can . Shaw s!mmari.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.com/pages/article/new+45677. hose st!dents of whom teachers have lower expectations will generally perform less well.Si. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.mindtools. he good news is that the opposite is also tr!e..es the effect "y character Professor Higgins% o"servation that& ).) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.

And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so..Si.es the effect "y character Professor Higgins% o"servation that& ). More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.htm8sthash.reinforce yo!r efforts. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. However$ this approach has clear application in the corporate world.com/pages/article/new+45677.mindtools. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. Shaw s!mmari. hose st!dents of whom teachers have lower expectations will generally perform less well.) .y. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. . his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). he good news is that the opposite is also tr!e.t9:..dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.

-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.t9:. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.mindtools. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.y. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. However$ this approach has clear application in the corporate world.Si. . . he good news is that the opposite is also tr!e.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.com/pages/article/new+45677. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.htm8sthash. hose st!dents of whom teachers have lower expectations will generally perform less well.

htm8sthash.y.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.. .mindtools.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. he good news is that the opposite is also tr!e. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.t9:. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. Shaw s!mmari. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.Si.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.com/pages/article/new+45677.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. . More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage..his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).es the effect "y character Professor Higgins% o"servation that& ).

es the effect "y character Professor Higgins% o"servation that& ).y.mindtools. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts..Si. However$ this approach has clear application in the corporate world.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.t9:. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.htm8sthash. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. hose st!dents of whom teachers have lower expectations will generally perform less well. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). .. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.com/pages/article/new+45677.he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. Shaw s!mmari. © iStockphoto/hoodesigns .

mindtools.htm8sthash.dp!fPygmali on Motivation Motivating High Performance with High Expectations .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.t9:. hose st!dents of whom teachers have lower expectations will generally perform less well.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.com/pages/article/new+45677.es the effect "y character Professor Higgins% o"servation that& )..the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. he good news is that the opposite is also tr!e. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.Si. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.y. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. . However$ this approach has clear application in the corporate world. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. Shaw s!mmari.he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.

he good news is that the opposite is also tr!e.Aim high. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& . Shaw s!mmari. . © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. hose st!dents of whom teachers have lower expectations will generally perform less well. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.es the effect "y character Professor Higgins% o"servation that& ). However$ this approach has clear application in the corporate world..) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined..

#f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.. However$ this approach has clear application in the corporate world.mindtools. .com/pages/article/new+45677. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.Si.es the effect "y character Professor Higgins% o"servation that& ). he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on..y. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. Shaw s!mmari. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). hose st!dents of whom teachers have lower expectations will generally perform less well.t9:. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.3 See more at& http&//www.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. he good news is that the opposite is also tr!e.htm8sthash. .

mindtools. . More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.Si. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.es the effect "y character Professor Higgins% o"servation that& ).com/pages/article/new+45677. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise..t9:. Shaw s!mmari. However$ this approach has clear application in the corporate world.htm8sthash.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.y. hose st!dents of whom teachers have lower expectations will generally perform less well. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.. .

However$ this approach has clear application in the corporate world.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. .. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.htm8sthash. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.t9:. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.mindtools. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.y. hose st!dents of whom teachers have lower expectations will generally perform less well.Si. Shaw s!mmari. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. ..) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.es the effect "y character Professor Higgins% o"servation that& ). his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).he good news is that the opposite is also tr!e.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.com/pages/article/new+45677.

his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. . he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.. he good news is that the opposite is also tr!e.y. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. hose st!dents of whom teachers have lower expectations will generally perform less well.t9:.htm8sthash.More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.Si. However$ this approach has clear application in the corporate world. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. Shaw s!mmari. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance..) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. 0o! may pay less attention to team mem"ers% performance and give .es the effect "y character Professor Higgins% o"servation that& ).mindtools.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.com/pages/article/new+45677.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.

mindtools.y. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want..dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.Si. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. hose st!dents of whom teachers have lower expectations will generally perform less well. #f yo! have high expectations of a mem"er of yo!r team$ this can .them less s!pport and praise. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.htm8sthash. Shaw s!mmari.t9:. he good news is that the opposite is also tr!e.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined..es the effect "y character Professor Higgins% o"servation that& ).the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. However$ this approach has clear application in the corporate world. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.com/pages/article/new+45677. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.

However$ this approach has clear application in the corporate world. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.com/pages/article/new+45677. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. hose st!dents of whom teachers have lower expectations will generally perform less well..es the effect "y character Professor Higgins% o"servation that& ).Si. .t9:. Shaw s!mmari. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.y.htm8sthash.reinforce yo!r efforts.mindtools.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.) .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). he good news is that the opposite is also tr!e.

0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.t9:.htm8sthash.mindtools.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. . (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.com/pages/article/new+45677. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. However$ this approach has clear application in the corporate world. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.y.Si.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. he good news is that the opposite is also tr!e. hose st!dents of whom teachers have lower expectations will generally perform less well. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. .

) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.es the effect "y character Professor Higgins% o"servation that& ).dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.htm8sthash.t9:. he good news is that the opposite is also tr!e.y.Si.his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).mindtools. .. . -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.com/pages/article/new+45677. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. Shaw s!mmari.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.

mindtools. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).Si.htm8sthash. Shaw s!mmari.. . /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. hose st!dents of whom teachers have lower expectations will generally perform less well.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.t9:. he good news is that the opposite is also tr!e. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.y.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. © iStockphoto/hoodesigns . #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.. However$ this approach has clear application in the corporate world.com/pages/article/new+45677.es the effect "y character Professor Higgins% o"servation that& ).

com/pages/article/new+45677. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.htm8sthash. .the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.dp!fPygmali on Motivation Motivating High Performance with High Expectations .mindtools. hose st!dents of whom teachers have lower expectations will generally perform less well.. However$ this approach has clear application in the corporate world. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.Si.es the effect "y character Professor Higgins% o"servation that& ).. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. he good news is that the opposite is also tr!e.t9:. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. Shaw s!mmari.y.

the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& . his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).es the effect "y character Professor Higgins% o"servation that& ).) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. However$ this approach has clear application in the corporate world. . he good news is that the opposite is also tr!e. hose st!dents of whom teachers have lower expectations will generally perform less well. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. Shaw s!mmari.Aim high.

his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). he good news is that the opposite is also tr!e. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. hose st!dents of whom teachers have lower expectations will generally perform less well.Si. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. Shaw s!mmari. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!..t9:.htm8sthash. .mindtools.3 See more at& http&//www. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.es the effect "y character Professor Higgins% o"servation that& ). (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.y.com/pages/article/new+45677.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. However$ this approach has clear application in the corporate world.

n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.es the effect "y character Professor Higgins% o"servation that& ). And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.y. .htm8sthash.t9:.Si.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. .-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well.. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.com/pages/article/new+45677. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.mindtools. However$ this approach has clear application in the corporate world. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.

dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. However$ this approach has clear application in the corporate world. hose st!dents of whom teachers have lower expectations will generally perform less well. Shaw s!mmari.es the effect "y character Professor Higgins% o"servation that& ).htm8sthash. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).com/pages/article/new+45677.mindtools. . . #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.Si.. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.t9:.he good news is that the opposite is also tr!e.y. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want..

-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.. he good news is that the opposite is also tr!e. 0o! may pay less attention to team mem"ers% performance and give .dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.mindtools. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.y. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.Si. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. However$ this approach has clear application in the corporate world. hose st!dents of whom teachers have lower expectations will generally perform less well.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance..) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.t9:.com/pages/article/new+45677.htm8sthash.More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. . (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).es the effect "y character Professor Higgins% o"servation that& ). #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. Shaw s!mmari.

dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.t9:.Si. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.com/pages/article/new+45677.htm8sthash.y. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). However$ this approach has clear application in the corporate world. #f yo! have high expectations of a mem"er of yo!r team$ this can .. Shaw s!mmari. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. hose st!dents of whom teachers have lower expectations will generally perform less well.mindtools. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.them less s!pport and praise.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.es the effect "y character Professor Higgins% o"servation that& ). he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance..

y. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.t9:..htm8sthash. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined..n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.es the effect "y character Professor Higgins% o"servation that& ).reinforce yo!r efforts. hose st!dents of whom teachers have lower expectations will generally perform less well. he good news is that the opposite is also tr!e. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.) . Shaw s!mmari. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. . his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).com/pages/article/new+45677.Si. However$ this approach has clear application in the corporate world. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.mindtools.

y. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. . he good news is that the opposite is also tr!e. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. However$ this approach has clear application in the corporate world.Si.com/pages/article/new+45677. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. . © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.mindtools. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well.htm8sthash. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.t9:.-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.

#n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. .mindtools. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.. he good news is that the opposite is also tr!e. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.htm8sthash.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.y.es the effect "y character Professor Higgins% o"servation that& ). #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.com/pages/article/new+45677. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.t9:.his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.. Shaw s!mmari. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.Si. .

com/pages/article/new+45677.htm8sthash.Si. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. he good news is that the opposite is also tr!e.y. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.t9:.mindtools. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.. However$ this approach has clear application in the corporate world.es the effect "y character Professor Higgins% o"servation that& ). © iStockphoto/hoodesigns .. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. hose st!dents of whom teachers have lower expectations will generally perform less well. Shaw s!mmari. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. . And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.

he good news is that the opposite is also tr!e.es the effect "y character Professor Higgins% o"servation that& ).dp!fPygmali on Motivation Motivating High Performance with High Expectations .Si. . However$ this approach has clear application in the corporate world.he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.htm8sthash.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want... More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.t9:. hose st!dents of whom teachers have lower expectations will generally perform less well.mindtools. Shaw s!mmari.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.com/pages/article/new+45677. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).y.

. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). . More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. Shaw s!mmari. he good news is that the opposite is also tr!e. hose st!dents of whom teachers have lower expectations will generally perform less well. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so..Aim high. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.es the effect "y character Professor Higgins% o"servation that& ). (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& . However$ this approach has clear application in the corporate world.

#t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.com/pages/article/new+45677.y.. hose st!dents of whom teachers have lower expectations will generally perform less well. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.t9:.htm8sthash. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.es the effect "y character Professor Higgins% o"servation that& ). (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. Shaw s!mmari. . /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. .the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want..dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. However$ this approach has clear application in the corporate world. he good news is that the opposite is also tr!e.3 See more at& http&//www. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).Si.mindtools.

.mindtools. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. However$ this approach has clear application in the corporate world. hose st!dents of whom teachers have lower expectations will generally perform less well. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!..-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. .dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).es the effect "y character Professor Higgins% o"servation that& ). #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.y. Shaw s!mmari.t9:.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.htm8sthash. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work..com/pages/article/new+45677. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.Si. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.

. hose st!dents of whom teachers have lower expectations will generally perform less well. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.he good news is that the opposite is also tr!e. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.es the effect "y character Professor Higgins% o"servation that& ). . Shaw s!mmari.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.Si.com/pages/article/new+45677.y.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).. . (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.t9:.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.mindtools.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.htm8sthash. However$ this approach has clear application in the corporate world.

n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.mindtools. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.com/pages/article/new+45677. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.y. 0o! may pay less attention to team mem"ers% performance and give . © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. he good news is that the opposite is also tr!e.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.es the effect "y character Professor Higgins% o"servation that& ). his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).Si...t9:. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. However$ this approach has clear application in the corporate world.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. . Shaw s!mmari.htm8sthash.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. hose st!dents of whom teachers have lower expectations will generally perform less well.

(y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.com/pages/article/new+45677.them less s!pport and praise. Shaw s!mmari.y. hose st!dents of whom teachers have lower expectations will generally perform less well. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. However$ this approach has clear application in the corporate world.. #f yo! have high expectations of a mem"er of yo!r team$ this can .) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.Si.t9:.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.htm8sthash. he good news is that the opposite is also tr!e.es the effect "y character Professor Higgins% o"servation that& ). #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.mindtools..

. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. he good news is that the opposite is also tr!e..) .reinforce yo!r efforts. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.com/pages/article/new+45677. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). hose st!dents of whom teachers have lower expectations will generally perform less well. Shaw s!mmari.t9:. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.Si. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.y. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.mindtools. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.es the effect "y character Professor Higgins% o"servation that& )..htm8sthash.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. However$ this approach has clear application in the corporate world. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.

Si. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. . (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. hose st!dents of whom teachers have lower expectations will generally perform less well. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. .htm8sthash. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.t9:. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. he good news is that the opposite is also tr!e. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. However$ this approach has clear application in the corporate world.mindtools.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.y.-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.com/pages/article/new+45677.

More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. . . #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.es the effect "y character Professor Higgins% o"servation that& )... © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.htm8sthash.his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.t9:.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.y. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.com/pages/article/new+45677.mindtools. he good news is that the opposite is also tr!e.Si. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. Shaw s!mmari.

t9:.es the effect "y character Professor Higgins% o"servation that& ).. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.Si.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. © iStockphoto/hoodesigns .mindtools. . his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). he good news is that the opposite is also tr!e.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.y.he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. Shaw s!mmari. However$ this approach has clear application in the corporate world.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.com/pages/article/new+45677. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.htm8sthash. hose st!dents of whom teachers have lower expectations will generally perform less well. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www..

0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. Shaw s!mmari. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance..) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.t9:. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. he good news is that the opposite is also tr!e.es the effect "y character Professor Higgins% o"servation that& ). -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.dp!fPygmali on Motivation Motivating High Performance with High Expectations . he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well.com/pages/article/new+45677.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. . However$ this approach has clear application in the corporate world. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.htm8sthash.Si. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.y.mindtools. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.

(y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.es the effect "y character Professor Higgins% o"servation that& ).. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.Aim high. hose st!dents of whom teachers have lower expectations will generally perform less well. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. Shaw s!mmari. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. he good news is that the opposite is also tr!e.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. However$ this approach has clear application in the corporate world. .the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.

.mindtools. . However$ this approach has clear application in the corporate world.com/pages/article/new+45677. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.Si.. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on..es the effect "y character Professor Higgins% o"servation that& ).dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. hose st!dents of whom teachers have lower expectations will generally perform less well. Shaw s!mmari. he good news is that the opposite is also tr!e.y. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.3 See more at& http&//www.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.t9:. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.htm8sthash. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).

t9:.htm8sthash. . Shaw s!mmari. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.y. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. hose st!dents of whom teachers have lower expectations will generally perform less well.. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).es the effect "y character Professor Higgins% o"servation that& ). However$ this approach has clear application in the corporate world. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!..n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.com/pages/article/new+45677.-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. . More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.mindtools.Si. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.

© iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.es the effect "y character Professor Higgins% o"servation that& ).dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.htm8sthash..mindtools.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.com/pages/article/new+45677.he good news is that the opposite is also tr!e. Shaw s!mmari. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). . And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.Si. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.y. . hose st!dents of whom teachers have lower expectations will generally perform less well.t9:. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.

#f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). hose st!dents of whom teachers have lower expectations will generally perform less well.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.es the effect "y character Professor Higgins% o"servation that& ). /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.Si..More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.mindtools. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.t9:.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.htm8sthash. Shaw s!mmari. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. However$ this approach has clear application in the corporate world. 0o! may pay less attention to team mem"ers% performance and give . -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.. .com/pages/article/new+45677.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.

© iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #f yo! have high expectations of a mem"er of yo!r team$ this can . his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance..Si.them less s!pport and praise. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.t9:. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. he good news is that the opposite is also tr!e. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.htm8sthash. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world.com/pages/article/new+45677.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.es the effect "y character Professor Higgins% o"servation that& )..) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. Shaw s!mmari.mindtools. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.

(y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. Shaw s!mmari. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.com/pages/article/new+45677. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. However$ this approach has clear application in the corporate world.es the effect "y character Professor Higgins% o"servation that& ).the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.htm8sthash. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.mindtools. he good news is that the opposite is also tr!e. .y.t9:. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.Si..dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high..reinforce yo!r efforts. hose st!dents of whom teachers have lower expectations will generally perform less well. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.) . his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).

#n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.htm8sthash.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.mindtools. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. he good news is that the opposite is also tr!e. hose st!dents of whom teachers have lower expectations will generally perform less well. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. However$ this approach has clear application in the corporate world. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. .y. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.t9:. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. . #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.Si. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.com/pages/article/new+45677.

com/pages/article/new+45677.. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.es the effect "y character Professor Higgins% o"servation that& ). #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. ..) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.t9:. Shaw s!mmari. .y.mindtools. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.htm8sthash. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. he good news is that the opposite is also tr!e.Si.

he good news is that the opposite is also tr!e.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.y. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.es the effect "y character Professor Higgins% o"servation that& ). (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want..Si. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. However$ this approach has clear application in the corporate world..t9:. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). © iStockphoto/hoodesigns . #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.com/pages/article/new+45677. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. Shaw s!mmari. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. . hose st!dents of whom teachers have lower expectations will generally perform less well.htm8sthash.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.

dp!fPygmali on Motivation Motivating High Performance with High Expectations . (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.com/pages/article/new+45677. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.y.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. hose st!dents of whom teachers have lower expectations will generally perform less well. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want..htm8sthash. However$ this approach has clear application in the corporate world.he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.es the effect "y character Professor Higgins% o"servation that& ). Shaw s!mmari. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. he good news is that the opposite is also tr!e. .t9:.mindtools.. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.Si.

his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). he good news is that the opposite is also tr!e.. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& . ..es the effect "y character Professor Higgins% o"servation that& ).Aim high. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. However$ this approach has clear application in the corporate world. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. Shaw s!mmari. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. hose st!dents of whom teachers have lower expectations will generally perform less well. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.

#t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).es the effect "y character Professor Higgins% o"servation that& ).y. Shaw s!mmari.. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.t9:. hose st!dents of whom teachers have lower expectations will generally perform less well. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.mindtools. .Si.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. .the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.htm8sthash.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. However$ this approach has clear application in the corporate world. he good news is that the opposite is also tr!e.3 See more at& http&//www. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.com/pages/article/new+45677.

#n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.com/pages/article/new+45677. . . #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.y.-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.Si..n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.t9:.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.mindtools. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. However$ this approach has clear application in the corporate world.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.es the effect "y character Professor Higgins% o"servation that& ). Shaw s!mmari. hose st!dents of whom teachers have lower expectations will generally perform less well.htm8sthash.

the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. . /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.Si.es the effect "y character Professor Higgins% o"servation that& ). And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. . (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. However$ this approach has clear application in the corporate world.t9:. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.mindtools.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.y.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts..htm8sthash.he good news is that the opposite is also tr!e. Shaw s!mmari.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. hose st!dents of whom teachers have lower expectations will generally perform less well..com/pages/article/new+45677.

) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady)..t9:.More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.com/pages/article/new+45677. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.Si. hose st!dents of whom teachers have lower expectations will generally perform less well. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. he good news is that the opposite is also tr!e. .the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.es the effect "y character Professor Higgins% o"servation that& ).y. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. Shaw s!mmari. 0o! may pay less attention to team mem"ers% performance and give .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.mindtools.htm8sthash. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work..

he good news is that the opposite is also tr!e..) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. #f yo! have high expectations of a mem"er of yo!r team$ this can .. Shaw s!mmari. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.them less s!pport and praise. hose st!dents of whom teachers have lower expectations will generally perform less well.mindtools. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.htm8sthash. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.t9:.com/pages/article/new+45677. However$ this approach has clear application in the corporate world. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.es the effect "y character Professor Higgins% o"servation that& ).y.Si.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.

And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.t9:.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. Shaw s!mmari. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).) . However$ this approach has clear application in the corporate world. he good news is that the opposite is also tr!e.es the effect "y character Professor Higgins% o"servation that& ). #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www..n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance..mindtools.y.reinforce yo!r efforts.Si.com/pages/article/new+45677.htm8sthash. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. hose st!dents of whom teachers have lower expectations will generally perform less well. .

he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. . #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. . More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.y. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.Si.htm8sthash.t9:. he good news is that the opposite is also tr!e.mindtools.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.com/pages/article/new+45677. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.

-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.htm8sthash. . More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).Si. he good news is that the opposite is also tr!e.y.es the effect "y character Professor Higgins% o"servation that& ).) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.mindtools. Shaw s!mmari. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. . /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.com/pages/article/new+45677. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance..t9:.

the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.y.com/pages/article/new+45677.htm8sthash. However$ this approach has clear application in the corporate world. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).. © iStockphoto/hoodesigns .es the effect "y character Professor Higgins% o"servation that& ).Si. hose st!dents of whom teachers have lower expectations will generally perform less well. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.. he good news is that the opposite is also tr!e. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.mindtools. Shaw s!mmari. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. . More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.t9:.

he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. hose st!dents of whom teachers have lower expectations will generally perform less well. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. Shaw s!mmari. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.es the effect "y character Professor Higgins% o"servation that& ). More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. .dp!fPygmali on Motivation Motivating High Performance with High Expectations . However$ this approach has clear application in the corporate world. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.t9:.htm8sthash. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).Si. he good news is that the opposite is also tr!e.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.com/pages/article/new+45677.y.mindtools. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.

However$ this approach has clear application in the corporate world.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.Aim high. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. . And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. hose st!dents of whom teachers have lower expectations will generally perform less well. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady)..n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. he good news is that the opposite is also tr!e. Shaw s!mmari.es the effect "y character Professor Higgins% o"servation that& ).. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& . (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.

n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. hose st!dents of whom teachers have lower expectations will generally perform less well. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).Si.3 See more at& http&//www. .es the effect "y character Professor Higgins% o"servation that& ).the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. .mindtools. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.t9:. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.y.com/pages/article/new+45677. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.htm8sthash. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. Shaw s!mmari. he good news is that the opposite is also tr!e.. However$ this approach has clear application in the corporate world. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.

mindtools. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.htm8sthash.-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.es the effect "y character Professor Higgins% o"servation that& ). #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.y. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. . However$ this approach has clear application in the corporate world. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. Shaw s!mmari.Si. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.com/pages/article/new+45677.t9:.. . 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. hose st!dents of whom teachers have lower expectations will generally perform less well. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.

(y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.he good news is that the opposite is also tr!e. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. hose st!dents of whom teachers have lower expectations will generally perform less well.es the effect "y character Professor Higgins% o"servation that& ). Shaw s!mmari.. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. .y. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.mindtools.Si. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.com/pages/article/new+45677.htm8sthash.. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. . © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. However$ this approach has clear application in the corporate world.t9:.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).

Shaw s!mmari. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.. 0o! may pay less attention to team mem"ers% performance and give . -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.es the effect "y character Professor Higgins% o"servation that& ). he good news is that the opposite is also tr!e.com/pages/article/new+45677. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.mindtools. However$ this approach has clear application in the corporate world..htm8sthash. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).t9:.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. . hose st!dents of whom teachers have lower expectations will generally perform less well.Si.y. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.

. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.com/pages/article/new+45677.t9:. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. hose st!dents of whom teachers have lower expectations will generally perform less well. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.mindtools. #f yo! have high expectations of a mem"er of yo!r team$ this can .Si.. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.es the effect "y character Professor Higgins% o"servation that& ).them less s!pport and praise. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.y. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.htm8sthash.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. Shaw s!mmari. he good news is that the opposite is also tr!e. However$ this approach has clear application in the corporate world.

the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.. . he good news is that the opposite is also tr!e.t9:. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. Shaw s!mmari.htm8sthash.reinforce yo!r efforts. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.) .y. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. However$ this approach has clear application in the corporate world.mindtools.com/pages/article/new+45677.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.es the effect "y character Professor Higgins% o"servation that& ). And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.Si. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.

-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.t9:. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.com/pages/article/new+45677. hose st!dents of whom teachers have lower expectations will generally perform less well.Si. .y.htm8sthash. However$ this approach has clear application in the corporate world. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. he good news is that the opposite is also tr!e. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. . And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.mindtools.

com/pages/article/new+45677. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).mindtools. .es the effect "y character Professor Higgins% o"servation that& ). #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.Si. he good news is that the opposite is also tr!e. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.y. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.t9:. Shaw s!mmari. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.htm8sthash. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.

© iStockphoto/hoodesigns ..dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.Si.es the effect "y character Professor Higgins% o"servation that& ).mindtools..t9:. However$ this approach has clear application in the corporate world. . hose st!dents of whom teachers have lower expectations will generally perform less well.he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.htm8sthash. he good news is that the opposite is also tr!e. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.com/pages/article/new+45677. Shaw s!mmari.y.

However$ this approach has clear application in the corporate world.Si. Shaw s!mmari. . 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.mindtools. hose st!dents of whom teachers have lower expectations will generally perform less well.y. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady)..htm8sthash. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance..n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.es the effect "y character Professor Higgins% o"servation that& ). #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. he good news is that the opposite is also tr!e.he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.t9:.com/pages/article/new+45677.dp!fPygmali on Motivation Motivating High Performance with High Expectations . /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.

And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& . #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). However$ this approach has clear application in the corporate world.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. he good news is that the opposite is also tr!e.. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. . he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. Shaw s!mmari.es the effect "y character Professor Higgins% o"servation that& ). More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.Aim high. hose st!dents of whom teachers have lower expectations will generally perform less well.

his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. However$ this approach has clear application in the corporate world.com/pages/article/new+45677.t9:. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. .) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.. he good news is that the opposite is also tr!e. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. hose st!dents of whom teachers have lower expectations will generally perform less well. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. Shaw s!mmari.es the effect "y character Professor Higgins% o"servation that& ).3 See more at& http&//www.. .Si.y.htm8sthash. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.mindtools.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.

) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. . #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.y. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. .the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.es the effect "y character Professor Higgins% o"servation that& ).Si.t9:. Shaw s!mmari. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.mindtools. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.com/pages/article/new+45677.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.htm8sthash. However$ this approach has clear application in the corporate world. hose st!dents of whom teachers have lower expectations will generally perform less well. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.

the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.htm8sthash. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). . .mindtools. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.es the effect "y character Professor Higgins% o"servation that& ).n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. Shaw s!mmari.. hose st!dents of whom teachers have lower expectations will generally perform less well. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.t9:. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.com/pages/article/new+45677.Si.he good news is that the opposite is also tr!e.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.y.. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. However$ this approach has clear application in the corporate world. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.

dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. he good news is that the opposite is also tr!e.mindtools.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.es the effect "y character Professor Higgins% o"servation that& ). Shaw s!mmari.com/pages/article/new+45677. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. . hose st!dents of whom teachers have lower expectations will generally perform less well.y. However$ this approach has clear application in the corporate world. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. 0o! may pay less attention to team mem"ers% performance and give .t9:.htm8sthash.Si.More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.

y. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. #f yo! have high expectations of a mem"er of yo!r team$ this can . he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.es the effect "y character Professor Higgins% o"servation that& ).) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).them less s!pport and praise. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.com/pages/article/new+45677. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he good news is that the opposite is also tr!e.. Shaw s!mmari.htm8sthash.Si.mindtools. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.t9:. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.

More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.reinforce yo!r efforts.) . he good news is that the opposite is also tr!e. However$ this approach has clear application in the corporate world.y.mindtools. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.Si. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance...es the effect "y character Professor Higgins% o"servation that& ). (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.com/pages/article/new+45677.htm8sthash. . 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. Shaw s!mmari.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. hose st!dents of whom teachers have lower expectations will generally perform less well.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.t9:. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).

#f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. he good news is that the opposite is also tr!e. .t9:. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. hose st!dents of whom teachers have lower expectations will generally perform less well.y. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. . he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.mindtools. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.com/pages/article/new+45677. However$ this approach has clear application in the corporate world.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.htm8sthash.Si.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.

© iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. Shaw s!mmari.t9:.es the effect "y character Professor Higgins% o"servation that& ). #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.y.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!..Si.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.mindtools.his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. . he good news is that the opposite is also tr!e.htm8sthash. .com/pages/article/new+45677.. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.

And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.y. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. hose st!dents of whom teachers have lower expectations will generally perform less well.. . Shaw s!mmari. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.mindtools.t9:. However$ this approach has clear application in the corporate world. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.htm8sthash. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.com/pages/article/new+45677. © iStockphoto/hoodesigns .Si.he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.es the effect "y character Professor Higgins% o"servation that& ).n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. he good news is that the opposite is also tr!e.

#n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.t9:. Shaw s!mmari.. . /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. hose st!dents of whom teachers have lower expectations will generally perform less well.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.mindtools.Si. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).dp!fPygmali on Motivation Motivating High Performance with High Expectations . #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.y. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.es the effect "y character Professor Higgins% o"servation that& ). he good news is that the opposite is also tr!e. However$ this approach has clear application in the corporate world..htm8sthash.com/pages/article/new+45677.

© iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. he good news is that the opposite is also tr!e..es the effect "y character Professor Higgins% o"servation that& ). However$ this approach has clear application in the corporate world. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. Shaw s!mmari. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& . he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. hose st!dents of whom teachers have lower expectations will generally perform less well. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.Aim high.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. .

Shaw s!mmari.com/pages/article/new+45677. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.Si.. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.mindtools. . hose st!dents of whom teachers have lower expectations will generally perform less well.t9:..3 See more at& http&//www. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. . he good news is that the opposite is also tr!e.y. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.es the effect "y character Professor Higgins% o"servation that& ). More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.htm8sthash. However$ this approach has clear application in the corporate world.

0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. Shaw s!mmari.com/pages/article/new+45677. hose st!dents of whom teachers have lower expectations will generally perform less well. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. However$ this approach has clear application in the corporate world. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.es the effect "y character Professor Higgins% o"servation that& ).n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.htm8sthash.mindtools.y. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.t9:.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.. . More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.Si. .

y.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.es the effect "y character Professor Higgins% o"servation that& ). his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.htm8sthash. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.he good news is that the opposite is also tr!e. Shaw s!mmari..com/pages/article/new+45677. However$ this approach has clear application in the corporate world. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.Si. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.t9:. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. . .. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.mindtools.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. hose st!dents of whom teachers have lower expectations will generally perform less well.

the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. .) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.es the effect "y character Professor Higgins% o"servation that& ).t9:.htm8sthash.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.com/pages/article/new+45677. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. However$ this approach has clear application in the corporate world. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.Si. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.. he good news is that the opposite is also tr!e. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.y. 0o! may pay less attention to team mem"ers% performance and give . #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. Shaw s!mmari.. hose st!dents of whom teachers have lower expectations will generally perform less well. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).

(y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.mindtools.t9:.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.es the effect "y character Professor Higgins% o"servation that& ).) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.y. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.com/pages/article/new+45677. However$ this approach has clear application in the corporate world.Si. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.htm8sthash. Shaw s!mmari. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).. hose st!dents of whom teachers have lower expectations will generally perform less well.them less s!pport and praise. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #f yo! have high expectations of a mem"er of yo!r team$ this can .. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.

he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. Shaw s!mmari. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. he good news is that the opposite is also tr!e.t9:.com/pages/article/new+45677.mindtools. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. hose st!dents of whom teachers have lower expectations will generally perform less well. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).y. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.) . -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. However$ this approach has clear application in the corporate world.reinforce yo!r efforts.htm8sthash.es the effect "y character Professor Higgins% o"servation that& ).the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance..Si.. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. .

t9:. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.com/pages/article/new+45677. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. hose st!dents of whom teachers have lower expectations will generally perform less well. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.htm8sthash.Si. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. However$ this approach has clear application in the corporate world.mindtools. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. . And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. . he good news is that the opposite is also tr!e.y. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.

© iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.Si.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.. . 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.htm8sthash.mindtools..t9:. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.es the effect "y character Professor Higgins% o"servation that& ). #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.com/pages/article/new+45677.his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.y. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. .

-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.es the effect "y character Professor Higgins% o"servation that& ). And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. hose st!dents of whom teachers have lower expectations will generally perform less well.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. However$ this approach has clear application in the corporate world.y.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.com/pages/article/new+45677. he good news is that the opposite is also tr!e.htm8sthash.he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.t9:. Shaw s!mmari.Si. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).. © iStockphoto/hoodesigns . /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. . #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.mindtools. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.

#t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he good news is that the opposite is also tr!e. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. .t9:.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance..y.es the effect "y character Professor Higgins% o"servation that& ).) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. Shaw s!mmari.he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.Si. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.dp!fPygmali on Motivation Motivating High Performance with High Expectations .htm8sthash.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.com/pages/article/new+45677.mindtools.

© iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. However$ this approach has clear application in the corporate world.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.es the effect "y character Professor Higgins% o"servation that& ). he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.. . #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. hose st!dents of whom teachers have lower expectations will generally perform less well.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& .) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. he good news is that the opposite is also tr!e.. Shaw s!mmari. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).Aim high.

hose st!dents of whom teachers have lower expectations will generally perform less well.. .Si..t9:.htm8sthash.3 See more at& http&//www. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.es the effect "y character Professor Higgins% o"servation that& ). his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).mindtools.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.com/pages/article/new+45677. Shaw s!mmari. . However$ this approach has clear application in the corporate world.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.y. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. he good news is that the opposite is also tr!e. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.

he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. ..-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.t9:.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.com/pages/article/new+45677. However$ this approach has clear application in the corporate world.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.htm8sthash. .es the effect "y character Professor Higgins% o"servation that& ). Shaw s!mmari. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. hose st!dents of whom teachers have lower expectations will generally perform less well.y. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.mindtools. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.Si.

) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.htm8sthash. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.he good news is that the opposite is also tr!e. ..y. hose st!dents of whom teachers have lower expectations will generally perform less well.mindtools. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).Si.t9:.com/pages/article/new+45677.. . -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.es the effect "y character Professor Higgins% o"servation that& ). However$ this approach has clear application in the corporate world. Shaw s!mmari.

#t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he good news is that the opposite is also tr!e. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). 0o! may pay less attention to team mem"ers% performance and give . . (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. However$ this approach has clear application in the corporate world..More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. hose st!dents of whom teachers have lower expectations will generally perform less well.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.htm8sthash. Shaw s!mmari. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.es the effect "y character Professor Higgins% o"servation that& ).n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.Si.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.mindtools.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.y.. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.com/pages/article/new+45677. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.t9:.

he good news is that the opposite is also tr!e. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. hose st!dents of whom teachers have lower expectations will generally perform less well.es the effect "y character Professor Higgins% o"servation that& ). he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.com/pages/article/new+45677. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. #f yo! have high expectations of a mem"er of yo!r team$ this can . Shaw s!mmari.Si.them less s!pport and praise.htm8sthash. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage..y.t9:.mindtools.. However$ this approach has clear application in the corporate world. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.

y.) . And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.es the effect "y character Professor Higgins% o"servation that& )..t9:. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.Si.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).htm8sthash. . /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.mindtools. hose st!dents of whom teachers have lower expectations will generally perform less well. Shaw s!mmari. However$ this approach has clear application in the corporate world. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.com/pages/article/new+45677.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.reinforce yo!r efforts. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. he good news is that the opposite is also tr!e..

hose st!dents of whom teachers have lower expectations will generally perform less well. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. . -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.Si.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. .mindtools.y.htm8sthash. However$ this approach has clear application in the corporate world. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. he good news is that the opposite is also tr!e.-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.t9:. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.com/pages/article/new+45677.

dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. Shaw s!mmari. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he good news is that the opposite is also tr!e.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.com/pages/article/new+45677.es the effect "y character Professor Higgins% o"servation that& ).the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.Si. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.htm8sthash.t9:. .. . © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.mindtools.his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.y. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.

hose st!dents of whom teachers have lower expectations will generally perform less well. © iStockphoto/hoodesigns .es the effect "y character Professor Higgins% o"servation that& ).htm8sthash.Si. However$ this approach has clear application in the corporate world. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. Shaw s!mmari. he good news is that the opposite is also tr!e.y.com/pages/article/new+45677. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise..mindtools. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. . More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.t9:. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.

#f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.Si. hose st!dents of whom teachers have lower expectations will generally perform less well. he good news is that the opposite is also tr!e. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.y.htm8sthash.he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. . More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. However$ this approach has clear application in the corporate world..dp!fPygmali on Motivation Motivating High Performance with High Expectations . -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.mindtools.t9:. Shaw s!mmari.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.com/pages/article/new+45677. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.es the effect "y character Professor Higgins% o"servation that& ).

.es the effect "y character Professor Higgins% o"servation that& ).the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.Aim high. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. . However$ this approach has clear application in the corporate world. hose st!dents of whom teachers have lower expectations will generally perform less well. he good news is that the opposite is also tr!e. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. Shaw s!mmari. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.

htm8sthash.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. Shaw s!mmari. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. . And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. he good news is that the opposite is also tr!e. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.mindtools. hose st!dents of whom teachers have lower expectations will generally perform less well. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.t9:. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.y. However$ this approach has clear application in the corporate world.3 See more at& http&//www. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.com/pages/article/new+45677. .Si.es the effect "y character Professor Higgins% o"servation that& ). #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.

the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. However$ this approach has clear application in the corporate world. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. hose st!dents of whom teachers have lower expectations will generally perform less well.t9:.com/pages/article/new+45677. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.es the effect "y character Professor Higgins% o"servation that& ). his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.Si.. Shaw s!mmari. .y. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.mindtools.htm8sthash.. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. .-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.

com/pages/article/new+45677..y. Shaw s!mmari.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. .dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.mindtools. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. hose st!dents of whom teachers have lower expectations will generally perform less well. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. . However$ this approach has clear application in the corporate world.Si.htm8sthash.t9:.. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.he good news is that the opposite is also tr!e.es the effect "y character Professor Higgins% o"servation that& ).

es the effect "y character Professor Higgins% o"servation that& ). -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. he good news is that the opposite is also tr!e.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.Si.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. . hose st!dents of whom teachers have lower expectations will generally perform less well.htm8sthash. 0o! may pay less attention to team mem"ers% performance and give . he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.t9:.com/pages/article/new+45677. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. Shaw s!mmari.y. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts..mindtools. However$ this approach has clear application in the corporate world.

-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. #f yo! have high expectations of a mem"er of yo!r team$ this can ..mindtools. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.com/pages/article/new+45677.es the effect "y character Professor Higgins% o"servation that& ).them less s!pport and praise. hose st!dents of whom teachers have lower expectations will generally perform less well.y. However$ this approach has clear application in the corporate world. Shaw s!mmari. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.htm8sthash.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.t9:.Si.

reinforce yo!r efforts.com/pages/article/new+45677. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.) ..t9:. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. . he good news is that the opposite is also tr!e.htm8sthash. Shaw s!mmari. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.Si.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. However$ this approach has clear application in the corporate world.. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.y.es the effect "y character Professor Higgins% o"servation that& ).the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.mindtools.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.

Si.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. . 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. . However$ this approach has clear application in the corporate world. he good news is that the opposite is also tr!e. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.y.htm8sthash.mindtools. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. hose st!dents of whom teachers have lower expectations will generally perform less well.com/pages/article/new+45677. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.t9:.

es the effect "y character Professor Higgins% o"servation that& ). More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.t9:.htm8sthash. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.com/pages/article/new+45677.. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. he good news is that the opposite is also tr!e. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. .Si. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.y. Shaw s!mmari.mindtools. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.

#f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. Shaw s!mmari. hose st!dents of whom teachers have lower expectations will generally perform less well.he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. © iStockphoto/hoodesigns . However$ this approach has clear application in the corporate world.mindtools.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.es the effect "y character Professor Higgins% o"servation that& ).htm8sthash. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.Si.com/pages/article/new+45677. . he good news is that the opposite is also tr!e. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.t9:.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high..y.

the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www..t9:.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.. . hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world.Si. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.dp!fPygmali on Motivation Motivating High Performance with High Expectations .he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.htm8sthash. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.y. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. Shaw s!mmari. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.com/pages/article/new+45677.mindtools.es the effect "y character Professor Higgins% o"servation that& ).

(y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. hose st!dents of whom teachers have lower expectations will generally perform less well. he good news is that the opposite is also tr!e. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.Aim high. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.es the effect "y character Professor Higgins% o"servation that& ).. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& . . And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated..) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. Shaw s!mmari. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.

(y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. Shaw s!mmari. . /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.mindtools.Si.es the effect "y character Professor Higgins% o"servation that& ). However$ this approach has clear application in the corporate world. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.3 See more at& http&//www. he good news is that the opposite is also tr!e.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. hose st!dents of whom teachers have lower expectations will generally perform less well. . his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).y. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.t9:.. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.com/pages/article/new+45677.htm8sthash.

-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.

he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.

More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give

them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can

reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.)

-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world.

his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.

he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns

he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations

Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow&

3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.

-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.

es the effect "y character Professor Higgins% o"servation that& ). he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. However$ this approach has clear application in the corporate world.t9:. .y. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.Si. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.mindtools.htm8sthash. Shaw s!mmari. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. hose st!dents of whom teachers have lower expectations will generally perform less well. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. .he good news is that the opposite is also tr!e. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined... And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.com/pages/article/new+45677. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.

dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.es the effect "y character Professor Higgins% o"servation that& ). (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). However$ this approach has clear application in the corporate world. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. 0o! may pay less attention to team mem"ers% performance and give .com/pages/article/new+45677.htm8sthash. Shaw s!mmari. ..y.Si. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.. hose st!dents of whom teachers have lower expectations will generally perform less well.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.t9:. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.mindtools.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. he good news is that the opposite is also tr!e.

© iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. #f yo! have high expectations of a mem"er of yo!r team$ this can . More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.com/pages/article/new+45677.htm8sthash.y.them less s!pport and praise.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. he good news is that the opposite is also tr!e. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.Si.t9:.mindtools. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high... Shaw s!mmari. However$ this approach has clear application in the corporate world.es the effect "y character Professor Higgins% o"servation that& ). #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.

More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.t9:.es the effect "y character Professor Higgins% o"servation that& ).) . his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).com/pages/article/new+45677.y. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.htm8sthash. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.mindtools. .the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance..n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.. hose st!dents of whom teachers have lower expectations will generally perform less well. Shaw s!mmari.Si. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. However$ this approach has clear application in the corporate world.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. he good news is that the opposite is also tr!e.reinforce yo!r efforts.

#t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.com/pages/article/new+45677. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. .Si.mindtools.htm8sthash. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. . /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.t9:.-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. he good news is that the opposite is also tr!e. However$ this approach has clear application in the corporate world.y. hose st!dents of whom teachers have lower expectations will generally perform less well. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.

t9:..htm8sthash.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. he good news is that the opposite is also tr!e. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.Si. . And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. . (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.mindtools.com/pages/article/new+45677.his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.es the effect "y character Professor Higgins% o"servation that& ). #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. Shaw s!mmari. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.y.

he good news is that the opposite is also tr!e.y. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. However$ this approach has clear application in the corporate world.com/pages/article/new+45677. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.t9:. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.. © iStockphoto/hoodesigns . Shaw s!mmari.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.mindtools.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. hose st!dents of whom teachers have lower expectations will generally perform less well.htm8sthash.Si. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. .es the effect "y character Professor Higgins% o"servation that& ).

he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.dp!fPygmali on Motivation Motivating High Performance with High Expectations . Shaw s!mmari. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined..com/pages/article/new+45677. he good news is that the opposite is also tr!e. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools. . /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.. hose st!dents of whom teachers have lower expectations will generally perform less well. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.y. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.t9:.es the effect "y character Professor Higgins% o"servation that& ). However$ this approach has clear application in the corporate world. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).Si.htm8sthash.

hose st!dents of whom teachers have lower expectations will generally perform less well. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. Shaw s!mmari. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& . his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. . And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. he good news is that the opposite is also tr!e.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.Aim high. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.es the effect "y character Professor Higgins% o"servation that& ). However$ this approach has clear application in the corporate world. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.

© iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. However$ this approach has clear application in the corporate world.y. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. Shaw s!mmari. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.mindtools. . he good news is that the opposite is also tr!e.t9:.Si.3 See more at& http&//www.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. .com/pages/article/new+45677.es the effect "y character Professor Higgins% o"servation that& )..htm8sthash. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. hose st!dents of whom teachers have lower expectations will generally perform less well. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).

he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.mindtools. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). . #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. However$ this approach has clear application in the corporate world. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated..t9:.es the effect "y character Professor Higgins% o"servation that& ). hose st!dents of whom teachers have lower expectations will generally perform less well. . /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.Si.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. Shaw s!mmari.htm8sthash.y. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.com/pages/article/new+45677.

com/pages/article/new+45677.he good news is that the opposite is also tr!e.es the effect "y character Professor Higgins% o"servation that& ). © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.t9:. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.. Shaw s!mmari.htm8sthash.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.y. hose st!dents of whom teachers have lower expectations will generally perform less well. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. . 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. . However$ this approach has clear application in the corporate world.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.Si. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.mindtools.

his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). However$ this approach has clear application in the corporate world.es the effect "y character Professor Higgins% o"servation that& ).com/pages/article/new+45677. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. hose st!dents of whom teachers have lower expectations will generally perform less well.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.. .htm8sthash.Si. 0o! may pay less attention to team mem"ers% performance and give .the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.t9:. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance..mindtools.y. he good news is that the opposite is also tr!e. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. Shaw s!mmari.

More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. However$ this approach has clear application in the corporate world.Si..) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.t9:. #f yo! have high expectations of a mem"er of yo!r team$ this can .them less s!pport and praise.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.es the effect "y character Professor Higgins% o"servation that& ). (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. Shaw s!mmari. hose st!dents of whom teachers have lower expectations will generally perform less well.htm8sthash.mindtools. he good news is that the opposite is also tr!e.com/pages/article/new+45677.y. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).

com/pages/article/new+45677. . he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.reinforce yo!r efforts..the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. hose st!dents of whom teachers have lower expectations will generally perform less well.y.) . More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. he good news is that the opposite is also tr!e. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.mindtools. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high..n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. However$ this approach has clear application in the corporate world. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.t9:.Si. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.es the effect "y character Professor Higgins% o"servation that& ). And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. Shaw s!mmari.htm8sthash. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.

#n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. . -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. hose st!dents of whom teachers have lower expectations will generally perform less well. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.Si. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.y.htm8sthash. . #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.t9:. However$ this approach has clear application in the corporate world. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.mindtools. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. he good news is that the opposite is also tr!e.com/pages/article/new+45677.

. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.mindtools. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.htm8sthash. Shaw s!mmari. . #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). .the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.Si. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.com/pages/article/new+45677.t9:. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.es the effect "y character Professor Higgins% o"servation that& ). #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.y.. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.

t9:. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.es the effect "y character Professor Higgins% o"servation that& )..com/pages/article/new+45677. However$ this approach has clear application in the corporate world.y. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. . -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. © iStockphoto/hoodesigns .) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.. Shaw s!mmari.mindtools. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. he good news is that the opposite is also tr!e.Si. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. hose st!dents of whom teachers have lower expectations will generally perform less well. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.htm8sthash.

y..n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.dp!fPygmali on Motivation Motivating High Performance with High Expectations .es the effect "y character Professor Higgins% o"servation that& ).com/pages/article/new+45677. hose st!dents of whom teachers have lower expectations will generally perform less well.mindtools.he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.t9:. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. he good news is that the opposite is also tr!e.Si. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. However$ this approach has clear application in the corporate world. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.htm8sthash.. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). . And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. Shaw s!mmari.

hose st!dents of whom teachers have lower expectations will generally perform less well..n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance..es the effect "y character Professor Higgins% o"servation that& ).) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. Shaw s!mmari. . 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. However$ this approach has clear application in the corporate world. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).Aim high. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. he good news is that the opposite is also tr!e. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& . #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.

his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady)..es the effect "y character Professor Higgins% o"servation that& ).dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.Si.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. Shaw s!mmari. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.y. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. . hose st!dents of whom teachers have lower expectations will generally perform less well.3 See more at& http&//www. However$ this approach has clear application in the corporate world.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. he good news is that the opposite is also tr!e. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts..htm8sthash. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.t9:.mindtools. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.com/pages/article/new+45677. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.

.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.htm8sthash. . hose st!dents of whom teachers have lower expectations will generally perform less well. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.com/pages/article/new+45677.es the effect "y character Professor Higgins% o"servation that& ). he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.t9:.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. . /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.y.Si. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.mindtools. However$ this approach has clear application in the corporate world. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. Shaw s!mmari.

© iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. .com/pages/article/new+45677. hose st!dents of whom teachers have lower expectations will generally perform less well.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.mindtools.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated..dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. . #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.he good news is that the opposite is also tr!e.t9:.htm8sthash. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. Shaw s!mmari. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. However$ this approach has clear application in the corporate world..y. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.es the effect "y character Professor Higgins% o"servation that& ).Si.

Shaw s!mmari. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e.htm8sthash. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.Si.es the effect "y character Professor Higgins% o"servation that& ).com/pages/article/new+45677. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.t9:.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. hose st!dents of whom teachers have lower expectations will generally perform less well. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. However$ this approach has clear application in the corporate world. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.y. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. 0o! may pay less attention to team mem"ers% performance and give ...mindtools.

However$ this approach has clear application in the corporate world.. Shaw s!mmari. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.t9:.mindtools.them less s!pport and praise.com/pages/article/new+45677.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. #f yo! have high expectations of a mem"er of yo!r team$ this can . he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.es the effect "y character Professor Higgins% o"servation that& ). (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.y.Si. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).htm8sthash. hose st!dents of whom teachers have lower expectations will generally perform less well. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. he good news is that the opposite is also tr!e.

the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.es the effect "y character Professor Higgins% o"servation that& ).dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. Shaw s!mmari.htm8sthash. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. hose st!dents of whom teachers have lower expectations will generally perform less well..t9:.reinforce yo!r efforts.mindtools.. he good news is that the opposite is also tr!e.com/pages/article/new+45677.y.) . However$ this approach has clear application in the corporate world. . © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.Si. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.

. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. However$ this approach has clear application in the corporate world. he good news is that the opposite is also tr!e. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. hose st!dents of whom teachers have lower expectations will generally perform less well. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.t9:. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.Si. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.mindtools. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.y. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .htm8sthash.com/pages/article/new+45677.

) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. he good news is that the opposite is also tr!e.his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari.mindtools. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.t9:..dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.com/pages/article/new+45677.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. . -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www..Si.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.y.es the effect "y character Professor Higgins% o"servation that& ). More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.htm8sthash. . (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.

/itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.es the effect "y character Professor Higgins% o"servation that& ).y.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.t9:. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. © iStockphoto/hoodesigns .htm8sthash. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. Shaw s!mmari.. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.com/pages/article/new+45677.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. However$ this approach has clear application in the corporate world.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.mindtools. . he good news is that the opposite is also tr!e.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.Si. hose st!dents of whom teachers have lower expectations will generally perform less well..

the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.y. he good news is that the opposite is also tr!e. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. Shaw s!mmari. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.com/pages/article/new+45677. .. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. However$ this approach has clear application in the corporate world. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.t9:.dp!fPygmali on Motivation Motivating High Performance with High Expectations .es the effect "y character Professor Higgins% o"servation that& ).Si.mindtools. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. hose st!dents of whom teachers have lower expectations will generally perform less well.htm8sthash. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.

he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. he good news is that the opposite is also tr!e. Shaw s!mmari. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.es the effect "y character Professor Higgins% o"servation that& ).the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. hose st!dents of whom teachers have lower expectations will generally perform less well. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady)..Aim high. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& . . #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. However$ this approach has clear application in the corporate world. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.

he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.. .mindtools.y. However$ this approach has clear application in the corporate world. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.htm8sthash. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. Shaw s!mmari. .com/pages/article/new+45677.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.3 See more at& http&//www. he good news is that the opposite is also tr!e.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.t9:. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. hose st!dents of whom teachers have lower expectations will generally perform less well. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.Si. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.es the effect "y character Professor Higgins% o"servation that& )..the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.

Shaw s!mmari.es the effect "y character Professor Higgins% o"servation that& ). . 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).mindtools.Si. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. However$ this approach has clear application in the corporate world. .) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.com/pages/article/new+45677. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. hose st!dents of whom teachers have lower expectations will generally perform less well.htm8sthash. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts..t9:.. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.y.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.

y.t9:. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.Si. . However$ this approach has clear application in the corporate world. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.com/pages/article/new+45677.mindtools..the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.es the effect "y character Professor Higgins% o"servation that& ). #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. . hose st!dents of whom teachers have lower expectations will generally perform less well.htm8sthash. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. Shaw s!mmari. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.he good news is that the opposite is also tr!e.

However$ this approach has clear application in the corporate world.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. .t9:. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. 0o! may pay less attention to team mem"ers% performance and give . his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.y.Si.com/pages/article/new+45677.htm8sthash. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.. Shaw s!mmari.mindtools.es the effect "y character Professor Higgins% o"servation that& ).the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. hose st!dents of whom teachers have lower expectations will generally perform less well..More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.

#n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. However$ this approach has clear application in the corporate world. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.t9:.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.Si.htm8sthash. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.es the effect "y character Professor Higgins% o"servation that& ). Shaw s!mmari. #f yo! have high expectations of a mem"er of yo!r team$ this can . -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. he good news is that the opposite is also tr!e.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.them less s!pport and praise.mindtools. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).com/pages/article/new+45677.. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. hose st!dents of whom teachers have lower expectations will generally perform less well. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.y.

he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).t9:.y. However$ this approach has clear application in the corporate world. .) . (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.reinforce yo!r efforts. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined..n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. he good news is that the opposite is also tr!e.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.htm8sthash.Si. hose st!dents of whom teachers have lower expectations will generally perform less well. Shaw s!mmari.mindtools. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.es the effect "y character Professor Higgins% o"servation that& ).com/pages/article/new+45677.

More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.y. However$ this approach has clear application in the corporate world. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.com/pages/article/new+45677. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. . 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.t9:.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.htm8sthash.mindtools. .-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. he good news is that the opposite is also tr!e. hose st!dents of whom teachers have lower expectations will generally perform less well. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.Si. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.

es the effect "y character Professor Higgins% o"servation that& ). © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.htm8sthash..the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. Shaw s!mmari. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. . More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.mindtools. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.Si. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). . #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.y.com/pages/article/new+45677.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. he good news is that the opposite is also tr!e. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.t9:.. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.

com/pages/article/new+45677. he good news is that the opposite is also tr!e.Si.mindtools. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. hose st!dents of whom teachers have lower expectations will generally perform less well. . his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari. © iStockphoto/hoodesigns . However$ this approach has clear application in the corporate world..t9:. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.y.htm8sthash. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.es the effect "y character Professor Higgins% o"servation that& ). /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated..

Shaw s!mmari. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).mindtools.y. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.es the effect "y character Professor Higgins% o"servation that& ).t9:.htm8sthash. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.Si. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. he good news is that the opposite is also tr!e. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts...com/pages/article/new+45677. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.dp!fPygmali on Motivation Motivating High Performance with High Expectations . #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.

) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& . And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. Shaw s!mmari. However$ this approach has clear application in the corporate world.es the effect "y character Professor Higgins% o"servation that& ). © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. . More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.Aim high. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.. hose st!dents of whom teachers have lower expectations will generally perform less well.

Si.y. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. hose st!dents of whom teachers have lower expectations will generally perform less well. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.. . . (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. Shaw s!mmari. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.es the effect "y character Professor Higgins% o"servation that& ). he good news is that the opposite is also tr!e. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). However$ this approach has clear application in the corporate world.3 See more at& http&//www. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.mindtools. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.com/pages/article/new+45677. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.t9:.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.htm8sthash.

However$ this approach has clear application in the corporate world.mindtools. .y.Si. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.t9:.. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.htm8sthash.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.com/pages/article/new+45677. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want..-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. .es the effect "y character Professor Higgins% o"servation that& ).) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. Shaw s!mmari. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. hose st!dents of whom teachers have lower expectations will generally perform less well. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.

es the effect "y character Professor Higgins% o"servation that& )..htm8sthash. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.y. . 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.t9:. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work..dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.he good news is that the opposite is also tr!e.com/pages/article/new+45677. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. Shaw s!mmari. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.Si. hose st!dents of whom teachers have lower expectations will generally perform less well. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. However$ this approach has clear application in the corporate world. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. .mindtools.

his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. he good news is that the opposite is also tr!e.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.htm8sthash.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. Shaw s!mmari.mindtools.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. hose st!dents of whom teachers have lower expectations will generally perform less well.More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.es the effect "y character Professor Higgins% o"servation that& ).t9:.Si. 0o! may pay less attention to team mem"ers% performance and give . .com/pages/article/new+45677. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. However$ this approach has clear application in the corporate world. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.y..

them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can

reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.)

-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world.

his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.

he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns

he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations

Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow&

3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.

-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.

he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.

More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give

them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can

More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.) . .y.mindtools. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.. hose st!dents of whom teachers have lower expectations will generally perform less well.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.com/pages/article/new+45677. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.htm8sthash. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).reinforce yo!r efforts.es the effect "y character Professor Higgins% o"servation that& ). However$ this approach has clear application in the corporate world. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. he good news is that the opposite is also tr!e.. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.Si. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. Shaw s!mmari. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.t9:. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.

And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. hose st!dents of whom teachers have lower expectations will generally perform less well. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.y.com/pages/article/new+45677.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.htm8sthash. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. However$ this approach has clear application in the corporate world. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. he good news is that the opposite is also tr!e.mindtools. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.Si. . -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.t9:. . #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.

dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.htm8sthash. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. .Si.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.com/pages/article/new+45677. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. .mindtools.es the effect "y character Professor Higgins% o"servation that& ). More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on..his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).. he good news is that the opposite is also tr!e.y. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. Shaw s!mmari. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.t9:.

#f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. hose st!dents of whom teachers have lower expectations will generally perform less well.t9:.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. he good news is that the opposite is also tr!e. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. However$ this approach has clear application in the corporate world. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.. . © iStockphoto/hoodesigns . More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.es the effect "y character Professor Higgins% o"servation that& ).n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.com/pages/article/new+45677. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. Shaw s!mmari.Si.htm8sthash.mindtools. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.y..

he good news is that the opposite is also tr!e.mindtools. Shaw s!mmari.he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. hose st!dents of whom teachers have lower expectations will generally perform less well. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.com/pages/article/new+45677. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).Si. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.es the effect "y character Professor Higgins% o"servation that& ).dp!fPygmali on Motivation Motivating High Performance with High Expectations . And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want...t9:.y. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.htm8sthash. .the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. However$ this approach has clear application in the corporate world. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.

hose st!dents of whom teachers have lower expectations will generally perform less well.es the effect "y character Professor Higgins% o"servation that& ).) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& .the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).Aim high. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. Shaw s!mmari. However$ this approach has clear application in the corporate world. he good news is that the opposite is also tr!e..n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. .. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.

(y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.y.es the effect "y character Professor Higgins% o"servation that& ). Shaw s!mmari.mindtools.Si. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.htm8sthash.3 See more at& http&//www..com/pages/article/new+45677. . hose st!dents of whom teachers have lower expectations will generally perform less well. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.t9:. . he good news is that the opposite is also tr!e. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise..dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. However$ this approach has clear application in the corporate world.

t9:. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.y.-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high..n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. However$ this approach has clear application in the corporate world. . . hose st!dents of whom teachers have lower expectations will generally perform less well. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).mindtools. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. Shaw s!mmari..com/pages/article/new+45677.Si. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.htm8sthash. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.es the effect "y character Professor Higgins% o"servation that& ).

dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.Si.he good news is that the opposite is also tr!e. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. However$ this approach has clear application in the corporate world. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. Shaw s!mmari. .htm8sthash.com/pages/article/new+45677.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.t9:. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.y. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. . /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.es the effect "y character Professor Higgins% o"servation that& ). And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.

t9:.More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.Si. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance..) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. However$ this approach has clear application in the corporate world. . his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).com/pages/article/new+45677.mindtools. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high..htm8sthash.y. Shaw s!mmari. 0o! may pay less attention to team mem"ers% performance and give .the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.es the effect "y character Professor Higgins% o"servation that& ). hose st!dents of whom teachers have lower expectations will generally perform less well.

More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.Si. Shaw s!mmari. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. hose st!dents of whom teachers have lower expectations will generally perform less well..mindtools. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.y. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. However$ this approach has clear application in the corporate world.htm8sthash. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. he good news is that the opposite is also tr!e. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.t9:.es the effect "y character Professor Higgins% o"servation that& ).the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. #f yo! have high expectations of a mem"er of yo!r team$ this can .them less s!pport and praise.. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.com/pages/article/new+45677. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).

.htm8sthash. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).reinforce yo!r efforts. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.mindtools.. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. hose st!dents of whom teachers have lower expectations will generally perform less well. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. he good news is that the opposite is also tr!e. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.t9:.com/pages/article/new+45677.Si. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.y.es the effect "y character Professor Higgins% o"servation that& ). #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. Shaw s!mmari.

htm8sthash.mindtools.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.Si.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. . he good news is that the opposite is also tr!e. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. hose st!dents of whom teachers have lower expectations will generally perform less well.y. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. However$ this approach has clear application in the corporate world. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. .t9:.com/pages/article/new+45677.

#n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. ..n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.Si.es the effect "y character Professor Higgins% o"servation that& ).htm8sthash. he good news is that the opposite is also tr!e.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. Shaw s!mmari. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.t9:. . (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).mindtools..) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.com/pages/article/new+45677. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.

) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.y.he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. However$ this approach has clear application in the corporate world. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. .Si..the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.com/pages/article/new+45677. hose st!dents of whom teachers have lower expectations will generally perform less well.es the effect "y character Professor Higgins% o"servation that& ). #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.t9:. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. he good news is that the opposite is also tr!e.. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.htm8sthash. © iStockphoto/hoodesigns .mindtools.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.

-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.Si.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. hose st!dents of whom teachers have lower expectations will generally perform less well.htm8sthash.y. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. However$ this approach has clear application in the corporate world. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated..com/pages/article/new+45677.t9:.mindtools.. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.es the effect "y character Professor Higgins% o"servation that& ).dp!fPygmali on Motivation Motivating High Performance with High Expectations . Shaw s!mmari. he good news is that the opposite is also tr!e. .

0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& . hose st!dents of whom teachers have lower expectations will generally perform less well. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.es the effect "y character Professor Higgins% o"servation that& ).Aim high. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. Shaw s!mmari.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. However$ this approach has clear application in the corporate world.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.. .. he good news is that the opposite is also tr!e. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.

dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.com/pages/article/new+45677. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.htm8sthash.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. However$ this approach has clear application in the corporate world.Si.y.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. hose st!dents of whom teachers have lower expectations will generally perform less well. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).3 See more at& http&//www.. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. .. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. Shaw s!mmari. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. . he good news is that the opposite is also tr!e.es the effect "y character Professor Higgins% o"servation that& ). And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.t9:. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.mindtools. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.

#t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools. .y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.htm8sthash. However$ this approach has clear application in the corporate world.Si. Shaw s!mmari.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.com/pages/article/new+45677.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.t9:. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.es the effect "y character Professor Higgins% o"servation that& ).. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). .the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. hose st!dents of whom teachers have lower expectations will generally perform less well.

y. . he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.com/pages/article/new+45677.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.es the effect "y character Professor Higgins% o"servation that& ). Shaw s!mmari.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.. hose st!dents of whom teachers have lower expectations will generally perform less well.Si.t9:. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).he good news is that the opposite is also tr!e. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.htm8sthash. .mindtools. However$ this approach has clear application in the corporate world.. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.

.y. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.htm8sthash.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.com/pages/article/new+45677. However$ this approach has clear application in the corporate world. 0o! may pay less attention to team mem"ers% performance and give .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.t9:. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. . #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he good news is that the opposite is also tr!e. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.es the effect "y character Professor Higgins% o"servation that& ).More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on..Si.mindtools.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. hose st!dents of whom teachers have lower expectations will generally perform less well. Shaw s!mmari.

#f yo! have high expectations of a mem"er of yo!r team$ this can . he good news is that the opposite is also tr!e. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.. hose st!dents of whom teachers have lower expectations will generally perform less well. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.mindtools. However$ this approach has clear application in the corporate world..them less s!pport and praise. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).t9:.es the effect "y character Professor Higgins% o"servation that& ). And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.com/pages/article/new+45677.y.Si. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. Shaw s!mmari.htm8sthash.

. hose st!dents of whom teachers have lower expectations will generally perform less well.htm8sthash. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.) .. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. . And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.com/pages/article/new+45677.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.es the effect "y character Professor Higgins% o"servation that& ). he good news is that the opposite is also tr!e.y.Si. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.t9:. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. However$ this approach has clear application in the corporate world. Shaw s!mmari.mindtools.reinforce yo!r efforts.

he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. he good news is that the opposite is also tr!e.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.com/pages/article/new+45677. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.y.-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. . /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. hose st!dents of whom teachers have lower expectations will generally perform less well. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.t9:. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. However$ this approach has clear application in the corporate world. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.htm8sthash.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. . More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.Si.mindtools.

his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.

he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns

he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations

Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow&

3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.

-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.

he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.

More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give

them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can

reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.)

-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world.

his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari,es the effect "y character Professor Higgins% o"servation that& )...the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools.com/pages/article/new+45677.htm8sthash.t9:;Si.y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.

(y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.t9:.es the effect "y character Professor Higgins% o"servation that& ). . /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. he good news is that the opposite is also tr!e.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).com/pages/article/new+45677. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.Si. Shaw s!mmari. hose st!dents of whom teachers have lower expectations will generally perform less well.he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. However$ this approach has clear application in the corporate world. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.htm8sthash.. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. © iStockphoto/hoodesigns .mindtools.y.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.

htm8sthash. .mindtools.com/pages/article/new+45677. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.es the effect "y character Professor Higgins% o"servation that& ). More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.Si. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).t9:.. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. Shaw s!mmari. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.dp!fPygmali on Motivation Motivating High Performance with High Expectations . #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. he good news is that the opposite is also tr!e. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world.he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.y.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.

hose st!dents of whom teachers have lower expectations will generally perform less well. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.. However$ this approach has clear application in the corporate world.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. .es the effect "y character Professor Higgins% o"servation that& ). -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& . Shaw s!mmari. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts..) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.Aim high. he good news is that the opposite is also tr!e. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.

he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. hose st!dents of whom teachers have lower expectations will generally perform less well.com/pages/article/new+45677. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.Si.mindtools. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. . .) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.t9:. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.3 See more at& http&//www. Shaw s!mmari. he good news is that the opposite is also tr!e. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.htm8sthash.y. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.es the effect "y character Professor Higgins% o"servation that& ).

And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.Si.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.es the effect "y character Professor Higgins% o"servation that& ).htm8sthash. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.y. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.com/pages/article/new+45677. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. .-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.mindtools. .. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. However$ this approach has clear application in the corporate world.. hose st!dents of whom teachers have lower expectations will generally perform less well. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.t9:. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. Shaw s!mmari. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.

/itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. . © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance..Si. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).com/pages/article/new+45677.es the effect "y character Professor Higgins% o"servation that& ). hose st!dents of whom teachers have lower expectations will generally perform less well.t9:. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.mindtools. Shaw s!mmari.. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. . However$ this approach has clear application in the corporate world. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.htm8sthash.he good news is that the opposite is also tr!e.y. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.

) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.es the effect "y character Professor Higgins% o"servation that& ).com/pages/article/new+45677. Shaw s!mmari. However$ this approach has clear application in the corporate world.More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he good news is that the opposite is also tr!e. 0o! may pay less attention to team mem"ers% performance and give .the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.mindtools. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.y. hose st!dents of whom teachers have lower expectations will generally perform less well...t9:. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. .Si. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).htm8sthash. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.

hose st!dents of whom teachers have lower expectations will generally perform less well.es the effect "y character Professor Higgins% o"servation that& ).htm8sthash.mindtools. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. However$ this approach has clear application in the corporate world. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.com/pages/article/new+45677.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.y. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.. #f yo! have high expectations of a mem"er of yo!r team$ this can . Shaw s!mmari. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.Si. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).t9:. he good news is that the opposite is also tr!e.

hose st!dents of whom teachers have lower expectations will generally perform less well. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.com/pages/article/new+45677. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. However$ this approach has clear application in the corporate world.y.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.mindtools. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.t9:. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.reinforce yo!r efforts. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.es the effect "y character Professor Higgins% o"servation that& ). he good news is that the opposite is also tr!e. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.) . And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want..dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. Shaw s!mmari.htm8sthash. . (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.Si. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.

he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. he good news is that the opposite is also tr!e.mindtools.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. .t9:.Si. .htm8sthash. However$ this approach has clear application in the corporate world. hose st!dents of whom teachers have lower expectations will generally perform less well.-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.y. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.com/pages/article/new+45677. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.

0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. .mindtools.es the effect "y character Professor Higgins% o"servation that& ). Shaw s!mmari.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.t9:. . (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.. he good news is that the opposite is also tr!e. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.htm8sthash. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.com/pages/article/new+45677.y. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.Si..dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.

es the effect "y character Professor Higgins% o"servation that& ). 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. he good news is that the opposite is also tr!e. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari.mindtools.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high..com/pages/article/new+45677. However$ this approach has clear application in the corporate world.t9:..he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well.y. . #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.Si. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.htm8sthash. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. © iStockphoto/hoodesigns . #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.

hose st!dents of whom teachers have lower expectations will generally perform less well.dp!fPygmali on Motivation Motivating High Performance with High Expectations . his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts..y.t9:. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.com/pages/article/new+45677. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.htm8sthash. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. .mindtools.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.. However$ this approach has clear application in the corporate world. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. he good news is that the opposite is also tr!e. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. Shaw s!mmari.he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.Si. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.es the effect "y character Professor Higgins% o"servation that& ).

(y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. . he good news is that the opposite is also tr!e. However$ this approach has clear application in the corporate world.Aim high. hose st!dents of whom teachers have lower expectations will generally perform less well. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& . © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.es the effect "y character Professor Higgins% o"servation that& ). /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined..the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. Shaw s!mmari.. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.

. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.mindtools.Si. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.htm8sthash.com/pages/article/new+45677.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.es the effect "y character Professor Higgins% o"servation that& ).3 See more at& http&//www. he good news is that the opposite is also tr!e..y.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.t9:. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. However$ this approach has clear application in the corporate world. Shaw s!mmari. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. . hose st!dents of whom teachers have lower expectations will generally perform less well.

. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.mindtools. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.Si. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. Shaw s!mmari.. .-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). . #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.es the effect "y character Professor Higgins% o"servation that& ).y.com/pages/article/new+45677. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. hose st!dents of whom teachers have lower expectations will generally perform less well. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.htm8sthash. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.t9:. However$ this approach has clear application in the corporate world.

mindtools. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.htm8sthash. Shaw s!mmari. . . #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.com/pages/article/new+45677..y. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).es the effect "y character Professor Higgins% o"servation that& ).t9:. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. However$ this approach has clear application in the corporate world.Si. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.he good news is that the opposite is also tr!e. hose st!dents of whom teachers have lower expectations will generally perform less well..

com/pages/article/new+45677..dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. 0o! may pay less attention to team mem"ers% performance and give .t9:. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.Si. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.es the effect "y character Professor Higgins% o"servation that& ). #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. However$ this approach has clear application in the corporate world.mindtools.htm8sthash. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. Shaw s!mmari. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. he good news is that the opposite is also tr!e.More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. hose st!dents of whom teachers have lower expectations will generally perform less well.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.y. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady)..

them less s!pport and praise. he good news is that the opposite is also tr!e. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).htm8sthash.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.t9:. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. Shaw s!mmari. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.mindtools.es the effect "y character Professor Higgins% o"servation that& ).y.. hose st!dents of whom teachers have lower expectations will generally perform less well. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.. However$ this approach has clear application in the corporate world. #f yo! have high expectations of a mem"er of yo!r team$ this can . © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.com/pages/article/new+45677. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.Si.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.

t9:.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.mindtools. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.Si.es the effect "y character Professor Higgins% o"servation that& ). hose st!dents of whom teachers have lower expectations will generally perform less well. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.) .y. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. Shaw s!mmari. However$ this approach has clear application in the corporate world. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.reinforce yo!r efforts..htm8sthash. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.com/pages/article/new+45677.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. . #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. he good news is that the opposite is also tr!e.

-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. .com/pages/article/new+45677. . More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.t9:.htm8sthash.mindtools.Si. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.y. hose st!dents of whom teachers have lower expectations will generally perform less well. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. he good news is that the opposite is also tr!e. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. However$ this approach has clear application in the corporate world. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.

0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady)..dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high..y.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.htm8sthash. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.Si. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. Shaw s!mmari. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. .com/pages/article/new+45677. he good news is that the opposite is also tr!e.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.t9:. .es the effect "y character Professor Higgins% o"servation that& ). (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.mindtools.

htm8sthash.y. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. However$ this approach has clear application in the corporate world.. © iStockphoto/hoodesigns .dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. Shaw s!mmari.es the effect "y character Professor Higgins% o"servation that& ). More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www..he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.com/pages/article/new+45677. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.mindtools.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. he good news is that the opposite is also tr!e.t9:.Si. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. . hose st!dents of whom teachers have lower expectations will generally perform less well. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.

htm8sthash.mindtools.com/pages/article/new+45677. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.t9:.y.he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.dp!fPygmali on Motivation Motivating High Performance with High Expectations . he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. .) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). Shaw s!mmari.Si. he good news is that the opposite is also tr!e.es the effect "y character Professor Higgins% o"servation that& ). (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. hose st!dents of whom teachers have lower expectations will generally perform less well. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. However$ this approach has clear application in the corporate world. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.

#t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& .) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. hose st!dents of whom teachers have lower expectations will generally perform less well.Aim high. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. he good news is that the opposite is also tr!e.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. However$ this approach has clear application in the corporate world. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.es the effect "y character Professor Higgins% o"servation that& ). #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. . And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. Shaw s!mmari.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.

However$ this approach has clear application in the corporate world. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. Shaw s!mmari. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined..t9:.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work..es the effect "y character Professor Higgins% o"servation that& ). #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. .n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.htm8sthash. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. he good news is that the opposite is also tr!e.y. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.Si.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.3 See more at& http&//www. hose st!dents of whom teachers have lower expectations will generally perform less well. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. . his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.com/pages/article/new+45677.mindtools.

0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.mindtools..htm8sthash. . © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.t9:.com/pages/article/new+45677. Shaw s!mmari. However$ this approach has clear application in the corporate world. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. hose st!dents of whom teachers have lower expectations will generally perform less well.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.y..es the effect "y character Professor Higgins% o"servation that& ).n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.Si. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). .-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.

#t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.t9:. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.htm8sthash. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).y. .Si.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. Shaw s!mmari.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high..es the effect "y character Professor Higgins% o"servation that& ).) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. hose st!dents of whom teachers have lower expectations will generally perform less well.mindtools. However$ this approach has clear application in the corporate world.he good news is that the opposite is also tr!e. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise..com/pages/article/new+45677. .

.com/pages/article/new+45677. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.. 0o! may pay less attention to team mem"ers% performance and give .htm8sthash.es the effect "y character Professor Higgins% o"servation that& ).n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts..) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. hose st!dents of whom teachers have lower expectations will generally perform less well.t9:.More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. he good news is that the opposite is also tr!e. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. Shaw s!mmari.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. However$ this approach has clear application in the corporate world. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.y.Si.mindtools. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).

However$ this approach has clear application in the corporate world. he good news is that the opposite is also tr!e.. hose st!dents of whom teachers have lower expectations will generally perform less well. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).es the effect "y character Professor Higgins% o"servation that& ). #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined..the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.y. Shaw s!mmari.htm8sthash.com/pages/article/new+45677. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.mindtools.them less s!pport and praise. #f yo! have high expectations of a mem"er of yo!r team$ this can . And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.t9:.Si. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.

Shaw s!mmari.es the effect "y character Professor Higgins% o"servation that& ).Si. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance..) . hose st!dents of whom teachers have lower expectations will generally perform less well.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. .mindtools. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.reinforce yo!r efforts. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.t9:.com/pages/article/new+45677. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.y.. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. However$ this approach has clear application in the corporate world. he good news is that the opposite is also tr!e. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.htm8sthash. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.

More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .t9:. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.mindtools.com/pages/article/new+45677.htm8sthash.-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.Si. hose st!dents of whom teachers have lower expectations will generally perform less well.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. he good news is that the opposite is also tr!e. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. However$ this approach has clear application in the corporate world. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. .y. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.

t9:.htm8sthash.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.Si. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.y. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.mindtools..es the effect "y character Professor Higgins% o"servation that& ). he good news is that the opposite is also tr!e. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.com/pages/article/new+45677. Shaw s!mmari.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. . .) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.

htm8sthash. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!..mindtools.Si. Shaw s!mmari.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.y.he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.es the effect "y character Professor Higgins% o"servation that& ). hose st!dents of whom teachers have lower expectations will generally perform less well. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).com/pages/article/new+45677.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts..n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.t9:. he good news is that the opposite is also tr!e. © iStockphoto/hoodesigns . #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. . However$ this approach has clear application in the corporate world. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.

-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.htm8sthash. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.dp!fPygmali on Motivation Motivating High Performance with High Expectations . 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.Si.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. hose st!dents of whom teachers have lower expectations will generally perform less well. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. However$ this approach has clear application in the corporate world.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. Shaw s!mmari. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. .com/pages/article/new+45677.y.es the effect "y character Professor Higgins% o"servation that& ).he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance..t9:. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). he good news is that the opposite is also tr!e.mindtools.

es the effect "y character Professor Higgins% o"servation that& ). More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. he good news is that the opposite is also tr!e. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. Shaw s!mmari. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady)..Aim high. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts..n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& . .

his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).htm8sthash.. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.mindtools. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. However$ this approach has clear application in the corporate world. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.es the effect "y character Professor Higgins% o"servation that& ).) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. he good news is that the opposite is also tr!e. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. . #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.t9:.y.Si. . hose st!dents of whom teachers have lower expectations will generally perform less well. Shaw s!mmari.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.3 See more at& http&//www. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts..the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.com/pages/article/new+45677.

htm8sthash. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.mindtools. .-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. However$ this approach has clear application in the corporate world. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.es the effect "y character Professor Higgins% o"servation that& ).dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. . Shaw s!mmari.y.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance..Si. hose st!dents of whom teachers have lower expectations will generally perform less well. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.com/pages/article/new+45677..t9:. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.

© iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.htm8sthash.com/pages/article/new+45677. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. Shaw s!mmari.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. . . And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.Si. However$ this approach has clear application in the corporate world.he good news is that the opposite is also tr!e. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.es the effect "y character Professor Higgins% o"servation that& ). he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. hose st!dents of whom teachers have lower expectations will generally perform less well..y.t9:.mindtools.

the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. Shaw s!mmari.Si. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.t9:. he good news is that the opposite is also tr!e.com/pages/article/new+45677. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady).y. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.htm8sthash. hose st!dents of whom teachers have lower expectations will generally perform less well.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. 0o! may pay less attention to team mem"ers% performance and give . he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so..es the effect "y character Professor Higgins% o"servation that& ). . However$ this approach has clear application in the corporate world.. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.mindtools.

-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.com/pages/article/new+45677.es the effect "y character Professor Higgins% o"servation that& ). hose st!dents of whom teachers have lower expectations will generally perform less well. However$ this approach has clear application in the corporate world. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. Shaw s!mmari. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #f yo! have high expectations of a mem"er of yo!r team$ this can .Si. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. he good news is that the opposite is also tr!e.y.them less s!pport and praise.. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.mindtools.htm8sthash..t9:.

his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.reinforce yo!r efforts. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.com/pages/article/new+45677.es the effect "y character Professor Higgins% o"servation that& ). #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. he good news is that the opposite is also tr!e.. .y.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. hose st!dents of whom teachers have lower expectations will generally perform less well. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. However$ this approach has clear application in the corporate world.mindtools.. Shaw s!mmari.Si.t9:.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.) .htm8sthash.

More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. However$ this approach has clear application in the corporate world.mindtools. .y. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. hose st!dents of whom teachers have lower expectations will generally perform less well.-nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.Si.com/pages/article/new+45677. .htm8sthash.t9:. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. he good news is that the opposite is also tr!e. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.

dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.Si.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. .his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.t9:. . he good news is that the opposite is also tr!e. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on.com/pages/article/new+45677. Shaw s!mmari.y.mindtools. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined..es the effect "y character Professor Higgins% o"servation that& ).htm8sthash. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.

t9:. he good news is that the opposite is also tr!e. hose st!dents of whom teachers have lower expectations will generally perform less well.Si. Shaw s!mmari. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance..mindtools. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). However$ this approach has clear application in the corporate world.he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.es the effect "y character Professor Higgins% o"servation that& ). #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts.y. . /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. © iStockphoto/hoodesigns . #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.com/pages/article/new+45677.. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.htm8sthash.

More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.. Shaw s!mmari. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance.com/pages/article/new+45677.t9:. . he good news is that the opposite is also tr!e.y.htm8sthash. hose st!dents of whom teachers have lower expectations will generally perform less well. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so.es the effect "y character Professor Higgins% o"servation that& ).the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated.dp!fPygmali on Motivation Motivating High Performance with High Expectations . his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady)..he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined.mindtools. However$ this approach has clear application in the corporate world. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance.Si. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.

n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. -sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& .es the effect "y character Professor Higgins% o"servation that& ). (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on..) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance.Aim high. 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise. hose st!dents of whom teachers have lower expectations will generally perform less well. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. .the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want.. Shaw s!mmari. However$ this approach has clear application in the corporate world. /itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work. he good news is that the opposite is also tr!e.

/itho!t knowing it$ yo! may show low expectations "y delegating less challenging and interesting work.y.. And so yo!r lower expectations$ al"eit !nconscio!sly comm!nicated$ can demotivate the team mem"er$ creating the exact opposite effect of the performance improvement that yo! want. #n ret!rn$ the team mem"er may feel !nderval!ed and !ntr!sted$ and his or her confidence may "e !ndermined. However$ this approach has clear application in the corporate world.htm8sthash.3 See more at& http&//www. he effect was originally st!died in context of teachers% expectations of their st!dents& St!dents who are expected to perform well !s!ally do so. hose st!dents of whom teachers have lower expectations will generally perform less well. .t9:. .es the effect "y character Professor Higgins% o"servation that& ). Shaw s!mmari. he good news is that the opposite is also tr!e.Si.) -nderstanding the heory As a manager or s!pervisor$ yo!r aim is to get the "est performance from the people who work from yo!.dp!fPygmali on Motivation Motivating High Performance with High Expectations Aim high. #f yo! have high expectations of a mem"er of yo!r team$ this can reinforce yo!r efforts. More than this$ the effect of low expectations can create a vicio!s circle 1 yo! expect less$ yo! get less$ yo! lower yo!r expectations and f!rther demotivate$ and so on. his effect is named after 'eorge (ernard Shaw%s play )Pygmalion)$ which is the "asis of the film and stage m!sical )My *air +ady). 0o! may pay less attention to team mem"ers% performance and give them less s!pport and praise.mindtools.n the other hand$ if yo! convey lower expectations of an individ!al$ this can !ndermine yo!r efforts to improve his or her performance. © iStockphoto/hoodesigns he Pygmalion Effect helps yo! think a"o!t how yo!r expectations of other people can infl!ence or motivate their performance. #t arg!es that "y setting and comm!nicating high performance expectations$ yo! can motivate "etter performance from the people yo! lead and manage.the difference "etween a lady and a flower girl is not how she "ehaves$ "!t how she%s treated. (y setting and comm!nicating higher expectations$ yo! can motivate team mem"ers and create a virt!o!s circle leading to contin!o!sly improving performance..com/pages/article/new+45677.

. Shaw s!mmari.-sing the heory o !se this new techni2!e to shape the way yo! express yo!r expectations$ follow the steps "elow& 3 See more at& http&//www. #f yo! have