As a leader, whether you’re managing a team, teaching a class, or guiding an organization, you strive to get the best out of those you lead. But sometimes, despite your best efforts, it feels like certain team members aren’t living up to their potential. It’s tempting to think,
“Maybe they’re just not as capable as the others.”
However, what if the issue isn’t their capability but something far more subtle and potentially damaging? You might be unknowingly caught in the Golem Effect—a psychological trap where low expectations lead to low performance, slowly eroding the confidence and wellbeing of your team.
The Pygmalion Effect: The Power of High Expectations
Before we delve deeper into the Golem Effect, it’s important to understand its opposite—the Pygmalion Effect. Named after the myth of Pygmalion, who sculpted a statue so beautiful that it came to life, this effect describes how high expectations from a leader can lead to high performance. When a manager believes in the potential of their employees and expresses confidence in their abilities, employees often rise to meet those expectations. They feel motivated, valued, and are more likely to take initiative and perform at their best.
The Golem Effect: When Low Expectations Lead to Low Performance
In stark contrast, the Golem Effect occurs when a leader’s low expectations cause an employee’s performance to decline. The term "Golem" originates from Jewish folklore—
Golem is a creature made from clay, brought to life to serve its creator but often portrayed as lacking intelligence or self-awareness.
The word has come to symbolize a being or situation that is inherently flawed or incapable of reaching its full potential. In the workplace, this translates to a scenario where an employee, like the golem, is perceived as having limited potential and, as a result, begins to embody those low expectations.
The Golem Effect isn’t just an abstract concept; it’s a real issue that can significantly impact workplaces, particularly in cultures where respect for authority and group harmony are deeply valued. Managers might unintentionally categorize employees early on, labeling some as "high achievers" and others as "underperformers." Those labeled as underperformers start to pick up on these low expectations, leading to decreased motivation, reduced confidence, and, ultimately, lower performance.
Why It Matters: The Human Cost of the Golem Effect
As someone who has spent years working as an educator, trainer, consultant, and now CEO, I’ve seen firsthand how the Golem Effect can impact not just performance but the overall wellbeing of individuals. The effects are particularly pronounced in many Asian cultures, where maintaining harmony and respect in the workplace is paramount. Employees who sense that their boss doesn’t believe in them are more likely to feel dissatisfied with their job, which can negatively impact their overall happiness and mental health.
Consequences of the Golem Effect include:
Decreased Job Satisfaction: Employees who sense that their boss doesn’t believe in them are more likely to feel dissatisfied with their job, which can negatively impact their overall happiness and mental health.
Increased Stress and Anxiety: The constant pressure to perform under an unsupportive manager can lead to elevated stress levels, contributing to anxiety and burnout.
Lower Self-Esteem: When employees are repeatedly treated as if they’re not capable, they may start to internalize these beliefs, severely damaging their self-esteem and confidence.
Higher Turnover Rates: Employees who feel undervalued are more likely to leave, leading to disruption in team dynamics and increased costs associated with recruiting and training new staff.
The Science Behind It: Cognitive Biases at Play
The Golem Effect is driven by cognitive biases—mental shortcuts that our brains use to simplify decision-making but can lead to unfair judgments and behaviors. Here are some of the key biases that contribute to the Golem Effect:
Categorization: Our brains naturally categorize people into groups—good performer, bad performer—based on limited information. This helps us process information quickly but can lead to unfair and rigid labeling of employees.
Attribution Bias: This occurs when we assign causes to people’s behavior based on our biases. For example, if a "good" performer like Ming Hui succeeds, we credit her skills. But if a "bad" performer like Arjun succeeds, we might attribute it to luck. Conversely, when Ming Hui fails, we blame external factors, while Arjun’s failure is seen as confirmation of his incompetence.
These biases reinforce the Golem Effect, making it difficult for employees labeled as "low performers" to break free from their assigned roles. The cycle perpetuates itself, with the manager’s low expectations leading to behaviors that confirm those expectations.
Have You Been Unknowingly Perpetuating the Golem Effect?
Recognizing whether you’ve fallen into the Golem Effect is the first step to breaking the cycle. Ask yourself the following questions:
Do I treat some team members differently based on my perceptions of their past performance?
If you find yourself giving more freedom and trust to some employees while micromanaging others, this could be a sign that you’re unknowingly fostering the Golem Effect.
Am I more likely to overlook the contributions and ideas of certain employees?
If you’re dismissing or ignoring the input of some team members, they may feel undervalued and become less engaged, reinforcing your low expectations of them.
Do I consistently focus on the mistakes of certain employees while overlooking their successes?
If you’re more inclined to point out errors rather than acknowledge improvements or successes, you might be contributing to a cycle of low performance.
Balancing the Golem Effect and Workplace Performance
Navigating the fine line between preventing the Golem Effect and maintaining workplace performance is a challenge every manager faces. As someone who has managed diverse teams in different capacities, I understand the difficulty of balancing high expectations with the need to avoid the pitfalls of the Golem Effect. It’s crucial to set high standards and hold employees accountable while ensuring that these standards are accompanied by support, encouragement, and a belief in each employee’s potential.
Here are some strategies to strike that balance:
Reassess Your Perceptions: Reflect on why you’ve labeled someone as a weaker performer. Are your judgments based on a few isolated incidents or personal biases? Challenge these assumptions and give each team member a fair chance to prove themselves.
Empower Your Team: Trust is a powerful motivator. Instead of micromanaging, give your employees the autonomy to make decisions and take ownership of their work. This fosters a sense of responsibility and can lead to greater innovation and productivity.
Provide Equal Opportunities: Ensure that all team members, like Mei Ling in your Hong Kong office or Rajesh in Bangalore, are given equal opportunities to tackle challenging tasks. Don’t reserve these tasks only for those you perceive as high performers. This approach not only boosts morale but also helps uncover hidden talents within your team.
Constructive and Balanced Feedback: Feedback should be a tool for growth, not just criticism. Make sure you’re balancing your feedback by recognizing achievements, no matter how small, and offering constructive criticism that focuses on future improvement.
Encourage Open Communication: Create an environment where employees like Nisha in your Jakarta branch feel safe to share their ideas, concerns, and feedback. Engage in two-way conversations that build trust and mutual respect, and be willing to act on the input you receive.
The Ripple Effect: Positive Change in Performance and Wellbeing
When you break the cycle of the Golem Effect, the benefits extend far beyond improved performance metrics. You’ll notice a more engaged, motivated, and healthy workforce. Employees who once felt marginalized and undervalued begin to thrive, contributing more creatively and proactively to the team’s success.
Moreover, by fostering a supportive work environment, you’re not just enhancing productivity—you’re also safeguarding your employees’ mental and physical wellbeing. When employees feel trusted, valued, and supported, they’re less likely to experience the negative health impacts associated with chronic stress. This creates a positive ripple effect, improving not only their professional lives but also their personal lives.
Breaking free from the Golem Effect can transform not just your team, but your entire organization. With the right support, you can create a workplace where every employee is encouraged to achieve their full potential—resulting in higher performance, better health, and a stronger, more cohesive team.Don’t let the Golem Effect hold your team back. Let Alvigor help you turn potential into performance, and make every member of your team a high achiever, all while enhancing their overall wellbeing
Here’s how Alvigor can assist:
Leadership Training Programs: We offer tailored leadership training that equips managers with the tools to identify and combat the Golem Effect. Our programs focus on building skills in emotional intelligence, effective communication, and inclusive leadership, with examples and strategies that resonate in the Asian context.
Coaching for Growth: Our personalized coaching sessions help both leaders and employees unlock their full potential. We work on developing strengths, addressing areas for improvement, and fostering a growth mindset that encourages continuous learning and development.
Change Management Consulting: We partner with organizations across Asia to create and sustain environments where every employee feels valued, supported, and motivated to perform at their best. Our change management experts work with you to implement strategies that align with your company’s goals and cultural values.
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