The tyranny of low expectations
I recently observed a client of mine assign a series of projects to the top managers in his business at an off-site meeting. The projects were mostly planning and research to help the organization set a stronger direction for its future.
There was plenty of clarity about what was expected, and there was a reasonable date firmly set for the projects to be completed.
A few days past the due date, I checked back with the client and found that about a third of the projects hadn’t been completed. The client, rather than addressing the failure head-on, expressed concern that some of his people just weren’t up to the task. “Maybe we are asking too much of people.”
I agree that different people have different skills. And project management may not be in everyone’s wheelhouse. But these projects were simple – they didn’t require budgets, long timelines, subcontractors, or IT upgrades. They were relatively simple – just a few meetings and a whiteboard session or two, followed by a brief written report.
And, all of the managers had agreed to the parameters of the project for which they were responsible, and in fact, several had volunteered for the projects.
Now, this failure of the projects to be completed creates a moment of truth for my client’s leadership. They have some choices about how to react. They can let it be known that expectations weren’t met – not in an accusatory manner, but rather in a curious manner. Why weren’t these projects completed? What didn’t those responsible understand about their assignment? What difficulties did they have in planning or prioritizing the work? They can even look honestly at the company’s working culture and how it might have led to this failure to perform.
Another choice is to write off the failure – or more importantly, to write off the individuals who failed to perform. Low expectations create low performance. If they simply work around these people, do their work for them, or deem them incapable, they are exhibiting the tyranny of low expectations. They are setting both these people and the organization they work for on a negative trajectory. There are three ways in which the damage is done:
When there is a failure in performance, it’s a type of tyranny – and cowardice -- to respond by lowering expectations. It takes courage to have high expectations.
It means you have enough self-discipline and personal organization to follow through.
It means you are willing to meet failure with curiosity and inquiry and challenge to others to find new levels.
I have heard it said that we tend to become what the most important people in our lives believe we can become. As a boss, a peer, or even an employee, you are an important person in the lives of those you work with. Your high expectations will prevent them from becoming less than they might otherwise become.
