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Thursday, August 26, 2004

Four Practices for Great Performance via HBSWK

The interplay between managerial expectations and employee performance is more complex than these commonsense maxims suggest. To be sure, expectations exert a powerful impact on an individual's performance. Yet managers who believe that they've done their job merely by defining and declaring high expectations—without involving employees in the process—will likely get the same poor results that bosses with low expectations receive.Experts and executives agree that successful fulfillment of individuals' performance expectations hinges on managers' ability to apply four practices:
1. Involve employees
2. Focus on achievability
3. Build measures that help meet goals
4. Tap into employees' deepest motivations
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.

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