| Summary | | | | lead to employee performance problems. To limit that |
| You could call the 20th Century "The Management | | | | possibility... |
| Century." We're moving towards the second decade | | | | - Use job rotation so that employees learn "how the |
| of the 21st Century. Management has been treated as | | | | other half lives" |
| a discrete science for about 100 years. Management | | | | - Make a list naming your "best" performers and write |
| has been analyzed, dissected, reviewed, revised, pulled | | | | down what they do that makes you think that they're |
| apart and put together again time and time again. It's | | | | "best" |
| interesting to reflect that all this management science | | | | - Do the same for your "worst" performers |
| is still at the mercy of two human characteristics that | | | | - Compare both lists against the actual results the |
| affect all of us. | | | | employees achieve: not how pleasant or likeable they |
| The Intangible Twins | | | | are |
| I call perception and expectation the intangible twins. | | | | - Decide how you want your employees to perceive |
| We see the effects of them very easily. But they | | | | you. If necessary ask those you trust to tell you how |
| exist only in the mind. Perception derives from how | | | | you're perceived. Pay them a bonus if they're |
| you "see" or perceive people and situations. Many of | | | | absolutely honest! |
| the worst elements of human behaviour such as | | | | - Consider the link between perception and |
| racism and sexism are functions of perception. | | | | expectation. How much is your perception influencing |
| Expectation simply means how you expect people will | | | | your expectation? |
| react to situations and other people. And your | | | | - Try to put performance before personality, outcome |
| expectation is often fashioned by your perception. | | | | before process, facts before feelings |
| Perception, Expectation and Judgment | | | | - Accept that perception exists and that it influences |
| Perception and expectation affect our judgement. | | | | how you relate to people and events. The "trick" is to |
| That's normal. It becomes a problem when we allow | | | | make it positive or neutral. |
| our judgement to be dominated by the intangible twins. | | | | An Intangible Twins True Story |
| Sometimes we won't even realize what's happening. | | | | The CEO was perplexed and upset. He asked me to |
| We can't help that. But when we try to justify our lack | | | | visit him. His sales director was causing all sorts of |
| of objectivity by ignoring perception and expectation, | | | | problems after only six months in the job. "Leon," said |
| we're likely to get into trouble. | | | | the CEO, "I can't understand it. I knew the moment he |
| Perception And Expectation At Work | | | | walked in the door that he was the right man. His |
| If you perceive an employee does only enough to | | | | interview was fantastic. I've given him everything he's |
| avoid dismissal, you won't expect more from that | | | | asked for. But he's a disaster." |
| employee. You won't give that employee more | | | | Conclusion |
| demanding work. You won't expect them to "come | | | | This story is a superb example of the power of |
| through in a crisis". Even if they do you'll "see" their | | | | perception - "the moment he walked in the door" - |
| behaviour and performance as a "one off". You may | | | | leading to an unfounded positive expectation - |
| even look for ways to explain their outstanding effort | | | | "everything he asked for" - and a completely |
| to match your perception. | | | | unexpected outcome. Have perception and |
| Perception, Expectation and Employee Performance | | | | expectation ever combined to confuse and confound |
| Those twins, perception and expectation, can easily | | | | you? |