The author answers that most executives fail to
establish expectations of performance improvement in ways that get
results. To set high goals that employees respond to and are accountable
for, managers must invest their own time and energy. The first step is
to set a modest, measurable goal concerning an important organizational
problem. If this goal is met, management uses the success as a
springboard for more ambitious demands.
One of HBR’s 10 most requested articles of the 1990s
decade. A pioneering article that explains why managers avoid setting
high performance expectations and that outlines a strategy for demanding
more from their people and achieving it.
Harvard Business Review, November-December
1974 and reprinted as an HBR Classic in March-April 1991
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