07/20/26
STORY
Mark was the type of leader who commanded a room.
He was a strong, vocal, and charismatic leader.
Each month, Mark would meet with his Regional Managers to review performance data.
During those meetings, we’d review the numbers and create plans for our sales teams.
One meeting, Mark was looking over my team’s performance, and he asked me about Bryan’s numbers.
Bryan was fairly new, about 4 months in, and he was struggling to hit his quota.
I explained that Bryan’s been working really hard, and I see a lot of potential in him.
Mark suggested we put Bryan on a Performance Improvement Plan (or PIP).
I got quiet.
I realized that this was an important moment.
If I adhered to Mark’s recommendation and put Bryan on a PIP, it could spell the end for Bryan.
During that time, a PIP could destroy the morale of a sales rep, because it meant that if they didn’t hit quota in the following month, they’d be let go.
I looked over at Mark, and with a calm, respectful, and resolute voice, said…
“Mark, I know Bryan’s performance hasn’t met the standard, and, I believe in Bryan. Give me this month to work with him. I’ll go on ridealongs, roleplay with him, and coach him closely to get his numbers up. If next month we’re not seeing any improvement, we can revisit the conversation. Would that be okay?”
I remember the look on Mark’s face after I said this.
He seemed a bit surprised and impressed by my conviction.
He looked me in the eye and said,
“You’re vouching for him, huh, Jay?”
I smiled, met his eyes, and said,
“Yes, Mark. I’m vouching for him.”
Mark nodded his head, took a moment to think, then replied,
“Alright, Jay. We’ll do it your way.”
Over the next month, I followed through on my promise of working closely with Bryan.
Bryan’s numbers improved.
The month after, Bryan became the top performer on our team.
Months later, Bryan was on national leaderboards and training other salespeople on different teams.
After Bryan’s success, Mark praised my advocacy for Bryan. During one of those performance review meetings, he said,
“You know…you were right about Bryan. Great work, Jay.”
And while I appreciated the compliment, the fulfillment I felt was not in receiving recognition, but in supporting and advocating for a member of my team.
Bryan not only kept his job because I fought for him.
He blossomed into one of the top salespeople in the country.
I cannot take credit for Bryan’s success.
That was all Bryan.
He did the work.
He had the talent.
All I did was believe in him.
As a leader, that’s what your people require of you.
Believe in them.
Believe in them even when they don’t believe in themselves.
If someone attempts to challenge that belief…
Respectfully and thoughtfully challenge them back.
Never waver in your belief.
That’s what makes you a great leader.
OBSERVATION
Psychologists Robert Rosenthal and Lenore Jacobson discovered what became known as the Pygmalion Effect, the phenomenon where a leader’s belief in someone becomes a self-fulfilling prophecy. In their landmark research, people who were believed in by those in authority consistently performed at higher levels than those who weren’t. It wasn’t about talent; it was about expectation. As leadership researcher Dov Eden later summarized: “Leaders get the performance they expect.”
(Rosenthal, R. & Jacobson, L., Pygmalion in the Classroom, 1968)
STRATEGY
If there’s someone on your team who isn’t performing to the level you believe they can…
Commit to leading them differently this week.
First, check your beliefs.
Do you truly believe in this person?
If the answer is yes…
Consider how you’ve communicated that to this person.
What do they need to hear from you?
What actions can you take to show them how much you believe in them?
What can you do differently to make it clear to them that you believe in their ability to perform at a high level?
Rooting for you,
Jay (inviting you to lead with conviction)
Global keynote speaker
Host of the “Unstuck” podcast
Fan of non-alcoholic beers (I have one nearly every night)