The set-up-to-fail syndrome.

Abstract

Why do some employees perform poorly? Most managers would answer that question by ticking off a list that includes weak skills, insufficient experience, inability to prioritize assignments, and lack of motivation. In other words, they would contend that poor performance is the employee's fault. But is it? Not always, according to the authors. Their research with hundreds of executives strongly suggests that it is the bosses themselves--albeit unintentionally--who are frequently responsible for an employee's subpar achievement. According to the authors, bosses and their perceived weak performers are often caught in a dynamic called the set-up-to-fail syndrome, which tends to play out as follows: A boss begins to worry when a subordinate's performance is not satisfactory. He then takes what seems like the obvious action by increasing the time and attention he focuses on the employee. But rather than improve the subordinate's performance, the increased supervision has the reverse effect. The subordinate, in perceiving the boss's lack of confidence in him, withdraws from his work and from the boss. And the relationship spirals downward. What is a boss to do? First, he must accept the possibility that his own behavior could be contributing to the problem. Second, he must plan a careful intervention with the subordinate that takes the form of one or several candid conversations meant to untangle the unhealthy dynamics in the relationship. The intervention is never easy, but the time and energy invested in it usually yields a high payback.

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