“I say the sky is the limit. I ask my team to do more than what they are capable of doing because I want to get all that they have to give.”
“I try to be reasonable. I don’t expect my staff to be super humans, but I do ask them to do what I know they can do.”
More than six in ten of my workshop participants think the first leader gets better results. Considerable research and my personal experiences suggest the second leader accomplishes more.
Before employees commit to going all in for some leader’s high-flying vision, they must believe there is an eighty to ninety percent chance of success. Unrealistic pipe dreams do not fuel sustained employee effort.
If a team historically performs in the bottom ten percent of an industry metric, I can assure you neither the team members nor the leader has a clue of how to become Number One. Figure out how to get into the top half. When top-half performance becomes reality, the leader can adjust the expectation to “let’s take aim on the top one-third.”
While moving from a top one-third position to industry leader is hard, members are more likely to buy in because, from where they are, the expectation seems realistic.