Over coffee sometime back, a friend told me about his mid-year review.

“No matter what I do,” he said, “my boss seems to have decided I’m just a ‘solid’ performer. I hit targets, deliver on time. But it’s like he’s already written my story.”

That line stayed with me. Because I’ve seen this movie before — someone’s potential quietly capped by another person’s low expectations. And often, it’s not malice. It’s just that belief — or the lack of it — leaks out in tiny ways: fewer stretch assignments, less eye contact, a cautious tone of voice.

What my friend didn’t realise is that this dynamic has a name — the Pygmalion Effect.

The idea traces back to an ancient Greek myth: Pygmalion, the sculptor, believed so deeply in his creation that it came to life. His faith turned marble into motion. That myth lives on in the way leaders and teachers shape others — through belief. A leader’s conviction in someone’s potential can, quite literally, change their performance.

This isn’t just theory. In the 1960s, psychologist Robert Rosenthal and school principal Lenore Jacobson ran a now-famous classroom experiment. They told teachers that certain students were “intellectual bloomers,” based on a new IQ test. The students were actually chosen at random. Yet by the end of the year, those “bloomers” showed greater progress. Why? Because their teachers, expecting more, offered more – attention, encouragement, opportunities to stretch. And that belief helped those students rise.

As a leader, your expectations are always in play. They impact the environment you create, the assignments you give, and the feedback you deliver. People pick up on these signals and behave accordingly. What you may not realise is that those beliefs don’t stay hidden – they exert a powerful invisible force that shapes your team’s performance.

And in today’s workplace, this idea feels especially relevant. Teams are more scattered, communication is more digital, and leaders spend less time in the same room as their people. That means expectations travel through tone, responsiveness, and who gets looped into which conversations. Belief now shows up in small, invisible choices — who gets the tougher brief, whose opinion gets asked, whose mistakes are quietly forgiven.

So this week, let’s talk about the Pygmalion Effect and how it shows up at the workplace. How can leaders harness this power, instead of letting it drive unintended outcomes?

The Virtuous (or Vicious) Cycle

The Pygmalion Effect involves a loop: my belief → my behaviour → their belief → their behaviour → my belief. Here’s what it looks like:

• You form a belief about a team member: “I expect this person to excel” or, conversely “, I don’t think they have what it takes”.
• Your behaviour shifts: You subtly communicate that belief – through more attention, trust and support (or less).
• The team member picks up the cues: They internalise your belief and start seeing themselves through your eyes.
• Their behaviour shifts: The team member’s performance begins to match your expectations – high or low.
• Your belief is reinforced: The self-fulfilling prophecy is complete. Your original belief gets confirmed, the cycle continues.

In this way, a leader’s expectations set in motion either a virtuous or vicious cycle. It may not be conscious or deliberate – but its impact is undeniable.

Pygmalion Leadership

Beyond strategy, goals and metrics, leadership is also about the subtle signals you send out each day. The simple act of holding high expectations for your team could be a game-changer in driving better performance outcomes, as shown by a meta-analysis of several studies focused on leadership development.

What does this look like in the real world?

When you believe someone has potential, you:

• Assign them stretch tasks
• Provide more coaching
• Ask for their input in meetings
• Give them visibility
• Take a confident tone: “I know you’ll get there.”

The above actions make your team member feel valued and engaged, enabling them to perform at a higher level.

When you expect someone to just about manage or fail, you:

• Assign safe tasks
• Provide minimal oversight & coaching
• Offer fewer opportunities for risk
• Take a sceptical tone: “Do you really think you can manage that?”

The above actions communicate your low belief, stalling performance and growth – a phenomenon known as the Golem Effect in psychology.

Lead Better with the Pygmalion Effect

Leaders can harness the Pygmalion effect by being more intentional about setting and communicating their expectations. Here are some steps to help you get started:

1. Audit your expectations.

Ask yourself: “Who do I believe will succeed? And who have I written off?”

2. Challenge the basis.

Are my beliefs grounded in evidence, past performance, recent interactions? Or do they come from bias, hearsay, first impressions? Remember, this exercise isn’t about blame but self-awareness.

3. Reset your beliefs.

Don’t wait to be disappointed by team members – prepare to be delighted. For each person, craft one belief statement: “I believe they can _____ in the next ____ weeks/months.”

4. Act with intention.

Plan a tangible action for each person: assign a challenging task, pair them with a mentor, provide coaching. Create the right conditions for them to stretch and grow into their potential.

5. Reinforce through feedback.

Anchor feedback sessions around development. Express confidence in the person’s ability to meet high standards. No need to sugarcoat things – just keep the focus on improvement.

6. Shift your lingo.

Replace the language of mediocrity (“fine”, “good enough”, “that’ll do”) with a growth-oriented vocabulary (“solid improvement”, “you’ll get there”, “let’s aim for”).

7. Don’t forget the nonverbals.

The right words aren’t enough. Rosenthal, and later Daniel Goleman, found that tone and body language play a huge role in how expectations land. That’s why it’s vital for your beliefs to be authentic, not just an act.

8. Invite wider participation.

Pass the mike to all your team members, not only your go-to stars. Give visibility and airtime where it’s been lacking.

9. Look for (and celebrate) all success.

Consciously notice and name small wins, especially when coming from quieter team members – a powerful signal of belief.

10. Foster a high-belief culture.

The Pygmalion Effect doesn’t stop at individual relationships. Over time, it scales. Morale and innovation soar when teams believe improvement is possible and expect the best from each other.

11. Review and reflect.

Check in with yourself after a month. Did your expectations shift? Did your team members’ behaviour change? What worked, what didn’t? This isn’t a one-time act but the start of a leadership habit.

Common Pitfalls

Used well, the Pygmalion Effect empowers people. Used carelessly, it can create stress, blind spots or a tiered culture where only some believe they matter. Here are a few things to watch out for:

• Unrealistic pressure. High expectations should stretch, not suffocate. Stress and micromanagement will undermine the Pygmalion Effect.
• Blind optimism. Belief doesn’t mean dismissing performance data. Balance current reality with potential performance gains.
• Ensure your belief isn’t just reserved for your favourites – or those who look or think like you.
• Lack of support. Recognise and account for genuine constraints. Expectations can’t replace skill development or training.

So, the question becomes: What story are you projecting? Are you the leader who always doubts – or the one who inspires people to believe in themselves? What would happen if you treated every single team member as capable of “blooming”?

Your expectations are actions in waiting. What reality will you help bring to life?