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The Set-Up-To-Fail Syndrome

The Set-Up-To-Fail Syndrome

The Set-Up-To-Fail Syndrome

How Good Managers Cause Great People to Fail

by Jean-Francois Manzoni & Jean-Louis Barsoux

Manzoni, Associate Professor of Management at the world-renowned INSEAD business school in France, and Barsoux, a Senior Research Fellow at INSEAD, reveal the all-too-common phenomenon of employees, including those with great potential, who fail because of their superiors’ attitudes and behaviors. The start of the problem: managers who are too quick to label some employees as “under-performers” — and who then view any actions by these employees in a negative light.

What You'll Learn

  • How you, the boss, may be responsible for the self-fulfilling and self-reinforcing cycle that causes poor boss-subordinate relationships.
  • Why you may have labeled a perfectly good employee as a weaker performer.
  • How you are subtly letting subordinates know that you do not trust their work.
  • How subordinates allow their bosses to view them as weak performers.
  • The cost of the set-up-to-fail syndrome on the boss, other employees, and the organization.
  • Why bosses are afraid to confront the problem or fix their relationships with weaker performers.
  • How to intervene and change both your behavior and that of your subordinates.
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