I define success as if I am a 10-year old whose only responsibility is to make my world a better place for those I care about and for me. 

I met one of my General Electric (GE) staff for lunch.

He remembered his first day at work vividly. He had asked what my expectations of him were. I said something like, “GE wants to do 6 Sigma in a huge way and Motorola (his previous company) is the gold standard for 6 Sigma. We want to learn from you. So just do all the great 6 Sigma stuff you did at Motorola. You are our guru.”

These words washed away his insecurities because he was reminded of his value, and knowing your manager has confidence in you is a boost.

In 'Pygmalion in Management', J. Sterling Livingston wrote, “Some managers always treat their subordinates in a way that leads to superior performance. But most … unintentionally treat their subordinates in a way that leads to lower performance than they are capable of achieving. The way managers treat their subordinates is subtly influenced by what they expect of them. If manager’s expectations are high, productivity is likely to be excellent. If their expectations are low, productivity is likely to be poor. It is as though there were a law that caused subordinates’ performance to rise or fall to meet managers’ expectations.”

Employees’ confidence can be influenced by their managers' expectations. When managers genuinely believe in the abilities of their staff, they avoid the pitfalls of low expectations. But if managers set the bar too high, employees can be discouraged, and some may not even try. Stretch goals and high expectations are beneficial up to the point of diminishing returns.

Research by McClelland and Atkinson indicates that the Pygmalion effect drops off if one sees the chance of success as being less than 50%. However, when employees believe their performance can match their managers’ expectations they will achieve more. This belief in themselves is stimulated by their manager’s words, and by their manager's empowerment, appreciation and recognition.

I accept this completely because I had a manager, Steve Kerr, who believed in me. He was the world’s first Chief Learning Officer, a title bestowed on him by Jack Welch, GE’s CEO and Chairman. I was so grateful to Steve that I decided to honour him by doing to others what he did to me.

That was more than 30 years ago.

I am still doing it, even though I am retired. 

A few days ago, I told my architect that all my expectations for the tender selection of contractors are being met by him. Later, he send me a note "Haven't got a client as good as you before this." 

Believing in people still works for me.

Will it work for you?

David Wee

NUS Faculty of Arts and Social Sciences

INSEAD

MIT Sloan School of Management

University of Michigan - Stephen M. Ross School of Business

Saint Patrick's School

Avvanz Pte Ltd

Provide  advice and inputs including domain knowledge

Member,  Council of Advisors

Institute for Advanced Studies in Complex Choices

Advice and inputs on individual choices in developed or emerging markets and public policy choices for regulation of economic activity in given market.

Member Of The Board Of Advisors

Sinarmas Agribusiness and Food

Grow sustainable leadership pipline to fill critical positions

CHRO at sinarmas agri and food, and Chief Talent Officer for sinarmas group

ICLIF

Research and delivery of leadership curriculum. Also served as head for marketing and communication.

Director,Research & Curriculum

Global Chief Learning Officer

General Electic

Responsible for developing and delivering leadership curriculum,
Customised Programs for GE customers and 
Organisational Team Interventions

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