The Unintended Consequences of High Expectations
How often do you see administrators who wholeheartedly believe their students and teachers are smart and capable? At the same time, how frequently do you see these same leaders missing out on the full talent and capability of their staff, students and community members? It happens frequently and usually it happens without the leader’s awareness – we call these leaders Accidental Diminishers – they believe their people are smart and capable; they follow popular management practice and still, they subtly shut down the intelligence of others. As I introduce this idea to leaders, I’m met with varied responses – some, nod in agreement saying “yes, yes, I tend to do that… and that…;” they are almost proud of their behaviors, signaling their lack of awareness and recognition that their actions have a diminishing impact. Most, including me, respond with some form of “oh my, I had no idea…!” No matter where you fall in this mix, I invite you to consider how your noble intentions – even the inherent belief that someone or some organization is capable of more – limits your access to talent and capability.
It may seem counter-intuitive to think that your elevated belief in someone’s capability might be the very reason that person isn’t performing, but that’s just what happens to people when they work around the Pacesetter.