You'll Get Exactly What You Expect

心想才能事成

I remember a young lady who went to work for a company immediately after graduating from college. She seemed extremely talented but unbelievably timid.She was assigned to a division-level marketing department where she assisted in the production of advertising. Her supervisor associated her shyness with a lack of technical and conceptual skills. As a result, she was never included in brainstorming or planning sessions.

The supervisor thought she was best suited to simple graphics layout and paste-up.

Frustrated that her talents were squandered on simple tasks, she applied to the corporate marketing department. The vice-president reviewed her resume and transferred her without interviewing her at length. His concept of the young lady was positive and assigned her to a series of important, key projects. She performed magnificently.A few months later, the original supervisor was in the vice-president’s office admiring the new corporate ad campaign. The supervisor asked, "What kind of a rain-maker worked this kind of magic?"

The VP replied, "This was all completed by that young lady you sent me.
That was the best move I ever made!"This is but one example of the dozens of cases I can document where individuals were literally hobbled by low or incorrect expectations.

In many instances, the mind set of a co-worker or supervisor can restrict an employee’s ability to become an excellent performer.This cause-and-effect model applies to all aspects of our lives. The neighbor’s young son asked if he could mow my yard.

I told him I would talk to his dad first. The father said, "I don’t think he can handle a mower. I never let him near mine. Go ahead if you like." I assured him I would watch his son closely and be certain he could handle the equipment safely.The boy not only knew how to handle the mower, but did such a good job, I asked him to help each week. His dad was amazed.

I never would have guessed," he said. You should have given him a chance," I suggested.