🌸Management Future Notebook No. 193: 'Why Expecting Things Leads to Achieving What You Seek' — People Begin to Move in the Direction They Are Trusted
🌸Management Future Notebook No. 193: 'Why Expecting Things Leads to Achieving What You Seek' — People Begin to Move in the Direction They Are Trusted
(Written by Akifumi Yasumura / Business Ability Development Co., Ltd.)
Since today is Sunday, let us share a quiet time to compose our hearts, a time for introspection and reflection.
■ Introduction
The other day, I reread Les Giblin's 'How to Have Confidence and Power in Dealing with People,' which I had read before.
Along with Carnegie's 'How to Win Friends and Influence People,' it is a masterpiece that conveys the essence of human relationships.
In it, what remained in my heart once again was the power of 'expecting.'
Managers and supervisors often demand of their subordinates, 'I want you to do this' or 'I want you to try harder.'
However, people do not move just because they are demanded to.
When they are trusted with the words, 'You can do it,' they sometimes demonstrate power they didn't even know they had.
■ The Secret to Moving People
This book introduces the words of Dr. Pierce Brooks, who served as president of National Bankers Life Insurance Company.
It is said that the doctor rarely asked anyone directly to do something for him.
First, he would find a reason for that person to want to 'do it.'
Then, he would convey his trust by saying,
'I know you will do it,'
'You have the power to do it,'
and finally, he would leave it to the person's own initiative.
As a result, he said he was almost never disappointed.
(Reference/Citation: Les Giblin, 'How to Have Confidence and Power in Dealing with People', Discover Carrying Book)
■ People Move When They Choose for Themselves
What these words convey is,
'People move more when they feel they have chosen for themselves than when they are ordered to.'
There are three principles here.
The first is meaning.
People are more motivated by work in which they find their own meaning than by work that is forced upon them.
The second is expectation.
When people are trusted, they try to live up to those expectations. In psychology, the effect where expectations influence a person's growth and results is called the 'Pygmalion effect.'
The third is autonomy.
After sharing the purpose, do not give detailed instructions on the method, but leave it to the person. From there, a sense of responsibility and ingenuity are born.
■ Expectation Is Not Pressure
However, expecting something is different from forcing a result.
If you are told, 'I'm expecting this, so don't fail,' the expectation becomes a burden.
True expectation is to believe and wait, saying,
'There is power within you that has not yet been used.'
Moving people is not about manipulating them.
It is about drawing out the feelings within them of 'I want to try' or 'Maybe I can do it too.'
To do that, the following three things are necessary:
1. Find a reason for the person to feel the meaning.
2. Believe in the other person's power and convey your expectations in words.
3. Finally, leave it to the person's autonomy.
■ Editor's Note
'Being expected' might be the secret to making people grow.
While writing this article, I remembered the words 'You can do it' from coach Yoshio Koide, who raised Naoko Takahashi.
Naoko Takahashi won the first gold medal for Japanese women's athletics in the women's marathon at the 2000 Sydney Olympics.
Of course, it was a result achieved through her own efforts.
However, behind those efforts, wasn't there the presence of someone who believed in her potential more than she did herself?
Sometimes, people can only believe in themselves when someone else believes in them, even when they cannot believe in themselves alone.
■ Today's Question
Have you told anyone recently, 'You can do it'?
And haven't you yourself been able to walk this far because someone believed in you?
■ Cat's Mutterings
'When I'm expected to, even a cat wants to try climbing a little higher, meow.'
■ Today's Conclusion
People begin to move not in the direction they are ordered, but in the direction they are trusted.
Part 4 🌸 'For First-Timers | 3 Selections to Read by Purpose'
https://note.com/quiet_gnu5848/n/n2dc0707c09b3
🌸Click here for the 40 selections chosen by the editor-in-chief of the Management Future Notebook
─A 'Structural Map' for executives to read the future
https://note.com/quiet_gnu5848/n/n3596a857d755
■Please feel free to send us your feedback
yasumura@biz-noukai.com Please send to the address above.
I will definitely reply to any feedback received.
■Next issue preview: Monday, July 20th
'Why restructuring an organization must start with an understanding of human nature'
■Akifumi Yasumura
Management Future Notebook
'A place where tired executives can leave their words for a while.
―#Midnight Diner for Executives'
Advisor on Organization and Management
Business Capability Development Co., Ltd.
Organization Development Association
■Appendix
