‘The greatest gift you can give someone, including yourself, is a belief in their potential.’ Ozan Varol

I came across a blog from Ozan Varol recently which shared a striking experiment from the 1960s. A Harvard psychologist, Robert Rosenthal, administered a test to students at a California public elementary school. The teachers were then given the names of the students who had supposedly excelled on the test and were told these children had “unusual potential for intellectual growth”.

A year later, those students were thriving. In first grade, their IQ increased by 27 points compared with 12 points for the other students; in second grade, their IQ increased by 17 points compared with 7. On the surface, the test appeared to have predicted their success.

But here’s the twist: there was no such thing as the “Harvard Test of Inflected Acquisition”. The students labelled as high potential had been selected at random.

It wasn’t the test, or any innate difference in the students, that accelerated their performance. It was the teachers’ belief in their potential. That simple shift in expectation—from “this is an average child” to “this is an extraordinary student with real potential”—changed the way the teachers behaved. They were warmer, smiled and nodded more, called on those students more often, and gave them more feedback when they made mistakes.

Ozan suggests that the implications go far beyond the classroom, and I think that is particularly true for leadership.

Employers who expect their people to perform well—and demonstrate that expectation through positive reinforcement and constructive feedback—are more likely to end up with successful team members. Believing in someone’s potential can accelerate their performance and personal growth, both inside and outside work.

Believing in people unleashes potential. Great leaders strike the balance between illuminating what is already great, praising people for what is working, and offering developmental feedback that helps them move forward.

Great feedback fuels growth. When people know you care, they are more likely to trust your feedback and believe in your intent to help them. Developmental feedback might not always feel comfortable to receive, or to give, but it is essential for improving performance.

People are more open to constructive feedback when it is clear that you believe in their potential and care about their growth. It is not about landing a feedback sandwich. According to Adam Grant, a team of psychologists made feedback 40% more effective by prefacing it with just 19 words:

“I’m giving you these comments because I have very high expectations and I know that you can reach them.”

Sharing your intent is key. Explaining why you are giving feedback reassures the other person that you are acting in their interest. That builds trust and psychological safety. Rather than feeling attacked, they are more likely to feel that you have their back and believe in their future.

People can be remarkably open to criticism when they believe it is intended to help them. As Kim Scott observes, people will accept being challenged directly if you show that you care personally.

So, if you are a leader, steer into the tougher conversations with curiosity, compassion and transparency. Hold high expectations. Share your belief in people’s potential. Make it clear that your feedback is there to help them grow.

But also, start noticing people’s potential in the everyday moments. Start praising people. Flex your “catching people doing right” muscle.

Praise lifts people, and right now people need lifting.

We are often quick to notice what is wrong, but it is just as important to pay attention to what is working. Many people do not give enough praise, yet almost everyone—including team members, peers and your boss—loves to receive sincere recognition for a job well done.

Research shows that when we hear something we like, a burst of dopamine is released in our brains. Dopamine is associated with feelings of joy, pride, satisfaction and wellbeing.

When you show that you believe in someone and praise them, not only does that person feel good, but they are also more likely to want to experience that feeling again. Praise cements good working habits and behaviour, both chemically and intellectually.

The Rosenthal experiment reminds us that belief is not passive. It shows up in how we speak to people, how often we involve them, how much feedback we give, and how willing we are to see what they could become.

So, who will you believe in this week?