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Four Practices for Great Performance

Expecting the best from employees doesn’t always deliver results. Instead, managers must involve workers in setting goals that are achievable, measurable, and tap into motivation. From Harvard Management Update.

by Lauren Keller Johnson

It all sounds so sensible: Expect the best from your employees, and they’ll give you their best—a phenomenon that J. Sterling Livingston, founder of the Sterling Institute, discussed in his seminal 1969 Harvard Business Review article "Pygmalion in Management." On the other hand, expect little from employees, and they’ll give you meager performance in return—what INSEAD professors Jean-François Manzoni and Jean-Louis Barsoux have named the set-up-to-fail syndrome.

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