Skip to main content

3 Impacts of Low Expectations on Engagement

Low expectations yield poor performance.


Further, continually setting low expectations continually yields poor performance. In fact, setting low expectations - intentionally or not - grants permission for poor performance.



Over time, the setting of low expectations becomes inherent to “what” we do. It results in continual and ongoing interference to both effective and meaningful engagement.

Why?

Because the mindset of “low expectations” crafts "matching behavior." When these occur, we may blame others for poor performance, when in reality, they are responding to the “low expectations” that have been set by us.

You may recall that I identified the "3 Mental Roadblocks to Engagement" and the "3 Steps to Overcoming them." Of those 3 roadblocks, today’s focus is on the impact of “low expectations” as they relate to effective and meaningful engagement.

Failure to effectively address "low expectations" and their impact on the engagement process can have a long-term negative impact on “what” we do. When “low expectations” are prevalent, the results are underachievement, blame, and self-doubt.
___________________________________________________


__________________________________________________

Underachievement.

Low expectations create underachievement. Holding low expectations for others is the result of a belief that our presence does not offer value to those around us. When we believe that “what we do” or “how we do it” will not make a difference, we craft low expectations. Inevitably, low expectations become a self-fulfilling prophecy.  Consequently, our "engagement level" in these situations will be minimal at best.

What we believe matters - it drives our behavior.

Blame.

Low expectations lead to placing blame. When “low expectations” are the norm, poor performance will also be the norm. If low expectations remain unchecked or unchallenged, performance will suffer and we will eventually point to the failure(s) of those involved. The next logical step is outright blame for “their” inabilities with a blatant disregard of “our” contribution(s) of low expectations. It may even sound like this; those students can’t…, those employees won’t…, that customer isn’t…, etc.  Thus, when engaging we deploy limited effort as we believe that our engagement will not make a difference, so why bother.

Subpar results leads to seeking, finding, and placing blame.  All the while, the root of those subpar results may be our own low expectations.

Self-doubt.

Low expectations cause self-doubt. When our "low expectations" lead to results around us which are continually poor, we may begin to doubt ourselves. This doubt creates a belief system. If our beliefs remain unaltered we will become more and more accepting of "low expectations and poor performance." Consequently, we end up doubting our own abilities when in reality, we have created the belief system of low expectations that may be driving low performance.

___________________________________________________


__________________________________________________

Final thoughts.

Interference to engagement can occur during a one-on-one transaction, in a one-to-many transaction, during a single isolated event, or over an extended period of time.

What you believe about another person’s ability to participate - with you - in the engagement transaction is critical. Failing to understand the impact of low expectations on engagement and how to address them may slow both personal and organizational success and growth.

As always – if you would like to learn more about this topic - or - book me to speak with your organization - or - discuss coaching opportunities, operators are standing by! 

-->

Comments

Popular posts from this blog

Friday with Friends - "Relationships Matter"

As humans we crave relationships. We are relational beings. Need proof? Next time you go on a plane pay attention to how many people who are seemingly strangers will talk to each other for the duration of your trip.

Relationships matter not only to us in society, they matter to us as educators.
When I was in college, my education professors always put an emphasis on student relationships. Making sure we interact well with students.
I wish that I could provide a silver bullet to developing relationships with students or a simple ten point checklist to follow to create better relationships with students, but the fact of the matter is that I would then be lying to you.
It's funny. At points I have heard stories of some students who misbehave for some teachers. Those same students are like angels in my class; I love working with them. Sometimes I have students who challenge me but don't challenge their other teachers.
Relationships depend entirely on the person. 
 They are d…

3 Indicators of a “Culture of Engagement”

Many organizations work hard to have the “appearance of” an engaged culture. On the other hand, few organizations work diligently at crafting and creating a true “culture of engagement.”

The latter and the former are very different.

A “culture of engagement” is an organizational “state of being.” This state does not occur randomly, rather it is the result of diligent and persistent leadership, from leaders at all organizational tiers, who remain focused on creating, crafting and managing the culture.
When it Starts A “culture of engagement” is built on a firm understanding of “why” the organization exists. This is accompanied by a thorough understanding of “what” the organization does.  Further, is grounded in behaviors that communicate a complete understanding of "how" the organization's “why” acts in tandem the organization's  “what” (and vice versa).
A “culture of engagement” begins when an organization has a clear and meaningful vision, an action-based mission…

3 Values of Encouragement

Effective and meaningful engagement has a positive impact on both personal and organizational growth. One of the key drivers to effective and meaningful engagement is encouragement. Simply put, encouragement and engagement go hand-in-hand.

When encouragement is offered in an authentic manner, it produces three specific values that lead to improved engagement.
These values include: Self-Esteem. Encouragement lessens self-doubt. When self-doubt is high, engagement is inhibited.  This is typically a result of the false belief that a person’s value is limited. Encouragement provide the opportunity for a person's self-esteem to improve by offering them a perspective of value.  The value of high self-esteem needs to be never underestimated.  When a person is encouraged, and when self doubt is lessened, the opportunity to create effective and meaningful engagement increases.

Performance. When performance is in a slump, engagement lags.  In a nutshell, encouragement drives performance im…