Expectations and The Pygmalion Effect

How Sky-High Expectations Transform Reality

You’re a manager. You just inherited a new direct report - let’s call her Jane. If you had to place a bet on Jane’s potential based on first impressions, you think that Jane is going to be a huge company leader. Over time, Jane becomes one of your top performers and is a huge success.

You have another direct report, let's call him Richard. Now imagine placing that same bet on Richard. Based off of your first few weeks on the job, Richard didn't bring his A-game in your eyes.

Over the next few months, Richard falls behind, becoming one of your lower performing team members.

Why?

While there will always be discrepancies in the skillsets of your people, those first expectations directly impact how your reports perform. It’s called the Pygmalion effect - also known as the Rosenthal-Jacobsen study - named after the Greek tale of a sculptor named Pygmalion whose stone statue came to life after he became enamored with his own carved masterpiece.

When we expect a lot from someone, we unconsciously help them excel through greater opportunities, patience and attention. And vice versa - low expectations become self-fulfilling through reduced effort on our part. Our biases unconsciously transform reality.

This hidden bias matters immensely because becoming successful rarely follows a straight line. We need people who believe in and invest in our potential, especially when we doubt ourselves. So how do we nurture the next generation of leaders and innovators? How do we lift people beyond their immediate capabilities?

The Origins of Ridiculously High Hopes

Back in the 1960s, three researchers - Robert Rosenthal, Leonore Jacobson, and Kermit Fode - decided to experiment on elementary school students alongside principal teachers.

They tested kids on academic ability then told teachers the names of select kids supposedly showing unusual potential for growth. In reality, they randomized the choices. But something shocking happened - the arbitrarily chosen kids started performing way better after teachers expected greater ability. The kicker? There was nothing actually special about these students from the outset. Ambition manifested based on the biases presented by the researchers.

When studies kept replicating these findings in settings from offices to bootcamps, scientists named the phenomenon Pygmalion after George Bernard Shaw’s mythical play where the leading lady literally steps off her pedestal when high expectations fail to manifest.

Why Self-Fulfilling Prophecies Persist

You’re likely wondering, “If baseless higher expectations spark success, why don’t bosses default to seeing superstar potential in everyone?”

Short answer: unconscious bias.

Despite best intentions, we size people up instantly based on slim data points from first meetings to accents, age, gender, alma mater or other unreliable metrics of merit and write imaginary capability narratives. Without realizing it, we reinforce bias.

And once formed, early opinions resist change. Someone deemed “average” struggles escaping their prophecy. Even with proof debunking first takes, we defend or downplay contradictions to preserve existing assumptions. Social scientists call this “anchoring bias” which is some Inception-level brain glitch madness.

Luckily, aware leaders determined to disrupt unconscious bias can cultivate an abundance mindset towards human potential despite inherent tendencies to compartmentalize capability. By proactively seeking talent in overlooked places using an eye hungry for untapped strengths, we counteract the gravitational pull placing ceilings over people.

Understanding Your Inner Pygmalion at Work

Convinced nurturing potential beats typing talent? Great. But action over intention creates impact. To manifest meteoric growth in your team, embrace these key Pygmalion principles:

Default to High Vision

Assuming latent awesomeness lies untapped in all humans until disproven yields very different results than writing people off quickly. You get what you presume so presume growth! Of course, discernment matters but see obstacles as surmountable until shown otherwise.

Spotlight Stretch Strengths

Shine the light on people’s less visible superpowers, not just gaps. We all have special talents so make it your mission to draw them out. Customize growth paths leveraging uniquely personal awesomeness already residing within each person.

Then Back It Up

Big expectations without commensurate support sets folks up for discouragement and failure. As a high hope generator, provide targeted learning maps scaling individual mountains, document progress and wins then check in regularly on plan.

Extend Additional Attention

Since you envision huge possibilities within people, it’s natural to invest in them accordingly through time, empowering tasks, introductions or advice. But communicate elevation as serving capability rather than condensation.

In Closing

In all my years studying achievement, I’ve never witnessed a leader capable of transforming teams while lacking faith in human potential. But, those that truly embrace people-first principles have a ton of ability to get the most out of their team.

Drop the bias, and support all of your team as if they are your top performers.

Of course, discernment matters. Some people will always perform better than others. But assume spacious possibility until empirical proof says otherwise. Aim for the Pygmalion zone - ridiculously high hopes fueling explosive growth. With expectant eyes seeking buried brilliance, you won’t just lead people, you’ll emancipate human gifts hiding in plain sight.

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