The corollary to this is that people tend to become what we expect of them. In his 1957 work “Social Theory and Social Structure,” Robert Merton pioneered the concept of self-fulfilling prophecy. According to Morton, this phenomenon occurs when “a false definition of the situation evokes a new behavior which makes the original false conception come true.” Another way of saying this is that once we believe a certain expectation to be true, we act in ways, both consciously and subconsciously, to make that expectation come true.



The self-fulfilling process is cyclical. We make assumptions about people and situations, which then influence our behavior toward and expectations of them. People then adjust their behavior based on the cues we send them. The result is that the original expectations become true.

Every work force has the potential to be highly energized and productive. The problem is that many management teams do not believe this and therefore it becomes a self fulfilling prophesy. If the work force is not productive and energized, it is a leadership issue, not a worker issue.

Here are some cues, either conscious or subconscious, that managers gave give based on their expectations of people:

• When managers have positive attitudes and expectations about people, they smile more and are more involved with people on an interpersonal level. They will be more supportive, friendly, accepting, and encouraging. Abrasive, impersonal managers cost businesses millions of dollars because of lower worker productivity and higher turnover.

• When managers have positive attitudes and expectations about people, they involve them more in decision-making. They know that people will do the right thing if given the right information. Management usually underestimates the ability and intelligence of its work force.

• When managers have positive attitudes and expectations about people, they solicit their opinions more frequently. They know that employees have valuable insights that could improve the productivity, quality, and cost. Effective managers understand that they can't possibly know everything and rely on their people to keep them from making costly mistakes.

• When managers have positive attitudes and expectations about people, they give them more positive feedback for doing good work and less criticism for making mistakes. They build confidence in people by allowing them to succeed on their own.

• When managers have positive attitudes and expectations about people, they allow people to do their job. As Bill Oncken , the late time-management expert said, “Practice hands-off management as much as possible and hands-on management as much as necessary.” Many managers do the opposite. The term “micromanagement” is often used to describe a management style of low trust in people.

• When managers have positive attitudes and expectations about people, they truly expect exceptional performance from people. In their hearts, they believe their people are capable of great things.

• When managers have positive attitudes and expectations about people, they get exactly that!