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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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"

/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". 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 ,chievement :ecognition /he 'or itself :esponsi!ility ,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. /he opposite of %issatisfaction is $o %issatisfaction. :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" ,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"

,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" ,ll of these actions help you eliminate 6o! dissatisfaction in your organi3ation" ,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- 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"

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" ,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.( 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 - See more at: http://www.mindtools.com/pages/article/new!""#7..htm#sthash.37r45(6r.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" ,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

<" @" >"

/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"

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/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" ,!out the Model Cohn Meyer and 9atalie ,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 <" @" >" ,ffection for your 6o! +Eaffective commitmentE." )ear of loss +Econtinuance commitmentE." $ense of o!ligation to stay +Enormative commitmentE." 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 ,llen1s three types of commitment in greater detail"

,ffection )or Your Co! +,ffective Commitment. ,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. /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.F professional +you might lose seniority or role&related s ills that you1ve spent years ac0uiring.F or social +you1d lose friendships or allies." /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. /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" ,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- /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"

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,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" ,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 ,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 <" @" >" ,ffection for your 6o! +affective commitment." )ear of loss +continuance commitment." $ense of o!ligation to stay +normative 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"

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Expectancy /heory Motivate Your /eam !y Nin ing Effort 'ith 5utcome

When you 'or out( you expect to get fitter" # i$toc photo%YuriP,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"

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 ;ictor ;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. a given level of activity 'ill cause a given outcome and +!. 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

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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 ,!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

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 <. 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 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 ,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&,ctuali3ation /he need for self&actuali3ation develops only after all of the foregoing needs are satisfied" ,ccording to Maslo'( self&actuali3ation is a person1s need to do that 'hich he or she feels they are meant to do" ,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"

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'." 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. 'here team mem!ers can get to no' one&another outside the 'or environment" ,nd it costs nothing to compliment people on a 6o! 'ell done" ,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<" - See more at: http://www.mindtools.com/pages/article/new,D-#<:.htm#sthash.=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. 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(

you can experience a need to !elong +social. at the same time you are loo ing for challenging 'or +esteem." ,lderfer1s E:7 /heory /he psychologist Clayton ,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,n Empirical /est of a 9e' /heory of Human 9eed"E 2n his theory( ,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". ,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.mindtools.com/pages/article/new!""#7?.htm#sthash.@1Av2Bs!.dpuf

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"

/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"

/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"

/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"

/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"

/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"

/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"

/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"

/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"

/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/new,D-#??.htm#sthash.t9C3Si%*.dpufPygmalion

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.

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 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. he effect was 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. 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

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. he effect was 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. 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 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.

he effect was 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. 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 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. he effect was 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. 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 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. he effect was 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.

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 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. he effect was 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. 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

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. he effect was 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. 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 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.

he effect was 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. 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&

- 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 E"""the difference !et'een a lady and a flo'er girl is not ho' she !ehaves( !ut ho' she1s treated"E 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/new,D-#??.htm#sthash.t9C3Si%*.dpuf

Ama"ile and <ramer%s Progress heory -sing Small /ins to Enhance Motivation 5ecogni,e progress$ and "oost motivation. iStockphoto/Andrew+illey here are many ways that yo! can motivate and inspire yo!r team. *or instance$ yo! can provide a positive$ exciting workplace$ with plenty of opport!nities to "!ild strong relationships. 0o! can !se incentives$ s!ch as "on!ses or other rewards$ to keep yo!r team foc!sed. And yo! can provide great s!pport$ and p!"licly recogni,e people%s hard work.

However$ recent research has shown that the way that people complete their work can also have a significant effect on motivation$ and that%s what we%re looking at in this article. #n it$ we%ll see how consistent progress in the form of )small wins) can "oost people%s motivation and performance$ and we%ll explore strategies that yo! can !se to help yo!r own team achieve small wins as part of their work. A"o!t the heory Professor eresa Ama"ile and Steven <ramer wrote in detail a"o!t how progress can "oost performance in their =9;; "ook$ ) he Progress Principle.) #n their research$ they asked =>7 people ?from =@ pro:ect teams in seven ma:or organi,ationsA to keep an anonymo!s diary$ so that they co!ld track their experiences on a daily "asis. hey received more than ;=$999 separate diary entries$ which they !sed to analy,e people%s )inner work lives) 1 their perceptions$ emotions$ and motivation levels 1 and to explore how this affected their performance. hey fo!nd that when people consistently take steps forward 1 even small steps 1 on meaningf!l pro:ects$ they are more creative$ prod!ctive$ and engaged$ and they have "etter relationships. his$ in t!rn$ has a positive infl!ence on their work performance. #n short$ achieving and recogni,ing reg!lar )small wins) helps people have rich$ engaged$ and prod!ctive work lives. As any experienced manager knows$ happy$ engaged$ and prod!ctive team mem"ers can achieve far more than !nhappy team mem"ers. Applying the heory So$ how can yo! apply this theory with yo!r teamB Ama"ile and <ramer identified six things that yo! can do to give people the "est chance of experiencing and recogni,ing meaningf!l progress. hese are& ;. Set Clear 'oals and .":ectives /hen people have !nclear or changing goals$ they don%t know what to foc!s on. his means that they%re likely to "e less engaged with the work they%re doing$ and they%re !nlikely to see the small tasks that they do as )wins.) So$ make s!re that yo! set SMA5 ?Specific$ Meas!ra"le$ Attaina"le$ 5elevant$ and ime3"o!ndA goals for everyone on yo!r teamD and change them only when yo! have to. 0o!r people need to !nderstand what%s expected of them$ so that they know when they%ve achieved these goals. hey also need to !nderstand the connection "etween the work that they%re doing and the val!e that it provides to others$ whether these are the organi,ation%s c!stomers$ the

organi,ation itself$ or even society as a whole. After all$ we all want to feel that o!r work has meaning$ and that it "enefits others. Help yo!r team make this connection "y !sing Management "y .":ectives. his is a !sef!l way of aligning yo!r people%s o":ectives with the goals of yo!r organi,ation. =. Allow A!tonomy Altho!gh yo!r people need specific goals$ they need some freedom to decide how they accomplish these goals 1 the more control that people have over their own work$ the more empowered and creative they%ll "e$ and the more they%ll recogni,e their own achievements ?even on small tasksA. So$ make s!re that yo! avoid micromanagement 1 this destroys morale and engagement$ and leaves no room for a!tonomy. ip ;& .!r article on +aisse, *aire vers!s Micromanagement explores how to find the right "alance "etween )hands off) and )hands on) management. ip =& his approach won%t work in all sit!ations ?for example$ where people have to follow strict safety proced!resA. >. Provide 5eso!rces /itho!t s!fficient reso!rces in place$ it will "e diffic!lt for yo!r people to s!cceed consistently in their work. hey may concl!de that their work isn%t important$ and they may waste time on non3core tasks that don%t help them reach their o":ectives. So$ make s!re that yo!r people have the tools and reso!rces they need to do their :o"s properly. his incl!des technology$ knowledge ?incl!ding training and developmentA$ s!pport$ and s!pplies. E. Allow Ample ime 0o!r people need eno!gh time to complete their work& consistently setting short deadlines will harm creativity$ drive down work 2!ality$ and ca!se "!rno!t. hat "eing said$ there is an optim!m amo!nt of press!re that can act!ally enhance performance. herefore$ yo! need to provide the right amo!nt of press!re 1 try to set deadlines that create eno!gh press!re to motivate good performance$ yet still allow people the freedom to "e creative and innovative. ?.!r article on the #nverted3- Model has more on the relationship "etween press!re and performance.A F. Provide S!pport and Expertise

Make s!re that yo!r team has access to the help and expertise of other people$ so that they can move forward with their work. As their manager$ this incl!des yo!$ "!t it also incl!des other managers$ colleag!es$ o!tside experts$ or even c!stomers and s!ppliers. Also$ foster a colla"orative environment$ where people can "e creative and "o!nce ideas aro!nd. ip& .!r Expert #nterview with Professor G. 5ichard Hackman has more on creating a colla"orative work environment for yo!r team. @. +earn from )*ail!re) Ho matter how well yo! plan and prepare$ there will "e times when people fail at tasks or pro:ects. his will sometimes "e "eca!se their work was careless$ however$ other times$ people may have done their gen!ine "est$ "!t failed for reasons o!tside their control. Clearly$ sloppy work needs to "e dealt with appropriately. However$ some organi,ations deal harshly with honest fail!re. his not only lowers morale and makes people afraid to try new things$ "!t it also enco!rages them to see fail!res as wasted time$ rather than as experiences that they can learn from. S!pport yo!r people when they%ve done their honest "est$ "!t have still failed. /itho!t assigning "lame$ disc!ss how all of yo! will move forward and grow. each them how to overcome fear of fail!re$ and allow them to take appropriate risks. 5ecogni,e and Cele"rate S!ccess hese six mechanisms will help yo!r people make consistent$ meaningf!l progress. However$ it%s partic!larly important that yo! ro!tinely recogni,e and cele"rate s!ccess. Enco!rage people to keep track of their achievements and s!ccesses on a daily "asis$ for example$ "y keeping a diary of their achievements. hen cele"rate these in team meetings$ and reward yo!r people for their small wins. his doesn%t have to "e a monetary reward 1 a heartfelt )thank yo!) and simple recognition is often reward eno!gh. Also$ take the time to learn from people%s s!ccesses. After Action 5eviews and Appreciative #n2!iry are great for thisI ip&

Ama"ile and <ramer%s Progress heory is an important and !sef!l approach to motivation. .ther key approaches incl!de Her,"erg%s Motivator/Hygiene *actor heory$ McClelland%s H!man Motivation heory$ and Sirota%s hree *actor heory. 0o! can also test yo!r motivation skills with o!r How 'ood are 0o!r Motivation SkillsB self3test.

<ey Points he Progress heory was developed "y eresa Ama"ile and Steven <ramer. hey determined that achieving consistent$ small wins was the "iggest indicator of a rich inner work life. his rich inner work life$ in t!rn$ ena"les people to "e more prod!ctive$ more engaged$ and more creative in the work that they do. Ama"ile and <ramer came !p with six mechanisms that managers can !se to help their team achieve small wins& Set clear goals and o":ectives. Allow a!tonomy. Provide reso!rces. Allow ample time. Provide s!pport and expertise. Help people learn from )fail!re.) As well as !sing these mechanisms$ yo! sho!ld also enco!rage yo!r people to recogni,e and cele"rate their own s!ccesses$ however small. See more at& http&//www.mindtools.com/pages/article/progress3 theory.htm8sthash.si7JK*dE.dp!f

Handy1s Motivation /heory Motivating People to Wor Hard AAlso ,nown as 8an2%7s 'oti(ation CalculusB

Connecting people1s needs 'ith the 'or they do" # i$toc photo%gehring6

You1ve 6ust assigned an important pro6ect to one of your star team mem!ers" Ho'ever( she doesn1t seem that excited a!out the opportunity( and you1re not sure 'hat the pro!lem isD her s ills and expertise seem perfect for the 6o!( and she1ll get a great re'ard if she can complete the pro6ect on time" $o( 'hy is she so reluctant to get started* 2f you1re in a management role( you1ve li ely experienced times 'hen team mem!ers 'ere less than enthusiastic a!out a pro6ect that you felt 'ould !e ideal for them" When this happens( you no' that they1ll struggle to give their !est" /his is 'here a techni0ue li e Handy1s Motivation /heory can help you motivate your people more effectively" 2n this article( 'e1ll discuss this theory( and 'e1ll explore ho' you can use it to motivate your people and allocate tas s and pro6ects more effectively" See more at: http://www.mindtools.com/pages/article/motivation-theor*-hand*.htm#sthash.2m :*Zi..dpuf

(roaden and (!ild heory -sing Positive Emotions to (!ild S!ccess Help people to "e happy and prod!ctive. iStockphoto/S2!aredpixels hink a"o!t the last time yo! went into work feeling negative. Chances are$ yo! had a diffic!lt time coming !p with creative ideas$ yo!r interactions with colleag!es were !ninspiring or strained$ and yo!r prod!ctivity was lower than !s!al. /hen yo! go into work feeling positive$ however$ possi"ilities and opport!nities seem to "e everywhere. 0o! feel open and receptive to new ideas$ yo!r relationships are easy and s!pportive$ and yo! get things done. Most of !s know int!itively that when we%re in a positive frame of mind$ we work "etter that day. However$ we may not appreciate that$ when we%re happy$ we also "ecome more effective in the longer term. his forms the "asis of the (roaden and (!ild heory. #n this article$ we%ll explore this theory$ and we%ll look at how yo! can !se the ideas "ehind it to help yo!r people "e happier and more effective. See more at& http&//www.mindtools.com/pages/article/"roaden3and3 "!ild.htm8sthash.-#hHKg/x.dp!f

-nderstanding Strategic Compensation Creating the 5ight Pay Str!ct!re

/hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch

How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB

4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB

4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB

And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB

here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB

here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t.

/ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed.

Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es&

Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty.

+ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service.

hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so.

/hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB

#t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts&

3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation

Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB

 iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch

How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB

4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB

4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB

And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB

here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t.

/ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed.

Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es&

Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty.

+ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service.

hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so.

/hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB

#t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts&

3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation

Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB

 iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch

How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB

4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB

4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB

And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB

here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t.

/ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed.

Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es&

Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty.

+ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service.

hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so.

/hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB

#t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts&

3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation

Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB

 iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch

How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB

4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB

4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB

And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB

here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t.

/ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed.

Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es&

Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty.

+ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service.

hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so.

/hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB

#t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts&

3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation

Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB

 iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch

How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB

4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB

4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB

And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB

here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t.

/ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed.

Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es&

Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty.

+ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service.

hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so.

/hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB

#t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts&

3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation

Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB

 iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch

How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB

4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB

4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB

And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB

here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t.

/ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed.

Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es&

Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty.

+ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service.

hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so.

/hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB

#t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts&

3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation

Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB

 iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch

How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB

4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB

4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB

And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB

here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t.

/ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed.

Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es&

Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty.

+ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service.

hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so.

/hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB

#t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts&

3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation

Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB

 iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch

How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB

4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB

4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB

And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB

here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t.

/ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed.

Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es&

Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty.

+ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service.

hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so.

/hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB

#t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts&

3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation

Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB

 iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch

How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB

4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB

4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB

And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB

here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t.

/ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed.

Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es&

Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty.

+ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service.

hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so.

/hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB

#t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts&

3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation

Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB

 iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch

How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB

4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB

4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB

And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB

here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t.

/ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed.

Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es&

Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty.

+ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service.

hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so.

/hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB

#t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts&

3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation

Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB

 iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch

How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB

4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB

4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB

And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB

here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t.

/ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed.

Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es&

Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty.

+ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service.

hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so.

/hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB

#t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts&

3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation

Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB

 iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch

How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB

4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB

4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB

And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB

here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t.

/ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed.

Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es&

Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty.

+ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service.

hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so.

/hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB

#t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts&

3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation

Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB

 iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch

How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB

4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB

4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB

And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB

here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t.

/ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed.

Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es&

Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty.

+ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service.

hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so.

/hat #s CompensationB #t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp!f-nde rstanding Strategic Compensation Creating the 5ight Pay Str!ct!re /hat do yo!r team mem"ers need to do to get a raiseB iStockphoto/Male/itch How is yo!r pay str!ct!redB 4o yo! get paid an ho!rly rate or an ann!al salaryB 4o yo! get performance3related pay$ s!ch as sales commissionsB 4o yo! get a "on!sB And$ if yo! do$ is this tied to individ!al performance$ team performance$ organi,ational performance$ or a mixt!re of all threeB And do yo! get paid more than a colleag!e "eca!se$ essentially$ yo!%ve "een with the organi,ation for longerB here are clearly lots of ways of str!ct!ring compensation. And$ given that payroll is often one of the largest operating expendit!res that an organi,ation has$ it%s important to ens!re that this money is spent wisely. hat%s what strategic compensation is all a"o!t. /ith it$ yo! can start to think of how payroll can help yo!r organi,ation achieve its o":ectives$ rather than simply seeing it as a cost to "e minimi,ed. Consider the following organi,ational iss!es& Staff t!rnover. Poor performance. 4ishonesty. +ow motivation. Poor c!stomer service. hese 3 and many other organi,ational pro"lems 3 can often "e traced to the way that people are compensated for their work. he fact isD we do what is needed "y the organi,ation "eca!se the organi,ation rewards !s$ in some way$ for doing so. /hat #s CompensationB

#t%s important to recogni,e that compensation is :!st one part of the f!ll reward system 3 it%s the monetary element$ and it has three parts& 3 See more at& http&//www.mindtools.com/pages/article/new MM6>L.htm8sthash.nw eJLn5.dp !f

he Psychological Contract Meeting 0o!r eam%s -nspoken Expectations /hat%s in yo!r !nwritten contractB iStockphoto/P#<SE+ #f yo! think a"o!t the relationship "etween yo! and yo!r company$ there are pro"a"ly some !nwritten r!les and expectations. 0o! expect managers to treat people fairly. 0o! expect decent work conditions 1 not too hot$ not too cold$ not too smelly$ and so on. 0o! expect to receive feed"ack on yo!r work$ and reasona"le notice if something is wrong. .rgani,ations also have !nwritten expectations of their staff. hey expect workers to demonstrate good attit!des$ follow directions$ and show loyalty to the company. #f these r!les and expectations are !nwritten$ where do we get them fromB hey come from what can "e called the %psychological contract% "etween a worker and a company. his contract incl!des the expectations and o"ligations of "oth sides. /hile some parts of the relationship are clear and agreed !pon$ other parts are "ased on an implied !nderstanding of promises that each side has made to the other. hese implied expectations go "eyond wages and "enefits. Here are some examples& #f yo! want a sta"le :o"$ work for the governmentI #%m a senior staff mem"er$ so even if #%m laid off$ #%ll get a good severance package. # don%t have to fight the crowds at the grocery store d!ring the holidays 1 my company gives me a t!rkey every year. /hat happens when government workers are laid off or have to take pay c!tsB .r when the exec!tive doesn%t receive a %golden handshake% when leaving the companyB .r even when <athy gets only a fro,en t!rkey "reast$ instead of an entire t!rkey$ this yearB Altho!gh informal and typically !nspoken$ when terms of the psychological contract are met$ it can lead to increased worker satisfaction and prod!ctivity. /hen expectations are not met$ this can ca!se negative emotions$ and the person who feels the contract hasn%t "een met may withdraw some or all of his or her commitment to the organi,ation.

/e may think of this as a contract "etween a worker and an organi,ation$ "!t the psychological contract is essentially formed "y the worker. #t%s the individ!al%s perceptions that !s!ally shape the )contract terms). he promises can "e implied or very clear$ and they%re typically "ased on repeated patterns of o"serva"le "ehavior "y s!pervisors$ exec!tives$ and even other team mem"ers. All of this may seem !nwelcome to employers$ however the reality is that this is the way that many people think. 5eflect from yo!r own perspective 1 it%s 2!ite likely that yo! have !nspoken ?and$ perhaps$ s!"conscio!sA expectations of the way that yo!r employer sho!ld "ehave towards yo!. he Psychological Contract in Context Chris Argyris$ a Harvard (!siness School professor emerit!s in the ;M@9s$ first wrote a"o!t the idea of a %psychological work contract.% He o"served that workers were more prod!ctive$ and had fewer complaints$ when their s!pervisor operated in a way that was consistent with this. #n the -S prior to the serio!s recession of the early ;MM9s$ there had "een a !niversal ideal of the worker/company relationship& N#f # do good work$ #%ll have a sta"le :o" with training and promotion opport!nities$ and # can tr!st my company.O 4!ring that recession$ it "ecame clear that !nderstanding people%s psychological contracts was key to maintaining a healthy work environment when times were to!gh. /here workers expected a %:o" for life$% "!t everyone aro!nd them was "eing laid off$ this led to distr!st. And workers "ecame angry where they expected their companies to provide development opport!nities$ "!t when f!nds for training were !navaila"le. Since then$ it%s "ecome clear that there%s m!ch more to the worker/company relationship. Hew generations of people have entered the workforce$ and many have never experienced the old %!niversal ideal% psychological contract. /e know that not everyone wants the same things from work and the work environment. Sacrifices for work/life "alance are increasingly common. Many people seek change$ and avoid sta"ility. /e may wonder whether there%s a new !niversal psychological contract for organi,ations$ "!t it may "e more helpf!l to look at the individ!al contracts that c!rrent team mem"ers "elieve exist. /here 4o the Contract erms Come *romB he terms of a psychological contract "egin to form d!ring the recr!itment process. Early experiences with an organi,ation shape people%s expectations and perceptions. hese experiences have a significant impact on morale$ commitment$ satisfaction$ and prod!ctivity. 4!ring recr!itment$ esta"lish the fo!ndation of an effective psychological contract "y asking 2!estions like these&

3 See more at& http&//www.mindtools.com/pages/article/new MM6EL.htm8sthash.(J=P#+v#.dp !f