Part 4: Beliefs
Creating a Safe Space for Feedback
Our underlying beliefs significantly shape the nature of the feedback we provide. If we hold the conviction that an individual is capable and knowledgeable, our feedback's tone, language, and delivery will reflect that positive perception.
On the other hand, if our belief leans towards perceiving someone as incompetent or lacking capabilities, it might manifest in a different feedback approach. This dynamic is especially pertinent when delivering feedback to our subordinates. When we recognize the immense potential in someone, our feedback becomes a source of empowerment.
For instance, if we acknowledge an employee's impending breakthrough or exceptional performance, the energy behind the feedback becomes a powerful motivator. This kind of feedback carries the assurance that they are almost there, and all that's required is a slight strategic adjustment to make their presentation even more impactful for their audience. By aligning our feedback with our belief in their potential, we not only uplift their spirits but also steer them towards realizing their full capabilities.
So first, let's overview the Pygmalion Effect (Wang, et al. 2022). A good example of this is when managers hold higher expectations of their team members. When this happens, a rather remarkable transformation occurs: those on the team tend to rise to meet those expectations, resulting in elevated performance levels. This phenomenon is often referred to as a positive self-fulfilling prophecy, where the belief in an individual's potential catalyzes their actual achievement.
On the flip side, the Golem Effect presents a contrasting scenario. When supervisors harbor lower expectations for their subordinates, these lowered expectations can inadvertently translate into diminished performance outcomes. This phenomenon is particularly pronounced in educational or developmental contexts, where negative beliefs about a person's capabilities can stifle their growth and result in underperformance.
Hear Suzanne Miklos PhD discuss some of the dimensions of Beliefs affecting Feedback
Source:
Wang, K., Bailey, E. And Jachimowicz, J. (2022). The Passionate Pygmalion Effect: Passionate employees attain better outcomes in part because of more preferential treatment by others. Journal of Experimental Social Psychology, 101, pp. 104345.
These effects underscore the profound interplay between beliefs and performance, shedding light on the pivotal role that expectations play in shaping individuals' achievements.
In the next part of our series, we'll discuss the fourth step, Permission.
