The Set-Up-to-Fail Syndrome by Jean-François Manzoni and Jean-Louis Barsoux Tata McGraw Hill



Most bosses fault their employees for poor performance, little realising that the blame often lies with the top. Bosses create and reinforce a dynamic that essentially sets up perceived weaker performers to fail, argue Jean-François Manzoni and Jean-Louis Barsoux in The Set-Up-to-Fail Syndrome ( www.tatamcgrawhill.com). In such a dynamic, �capable employees who are mistaken for mediocre or weak performers live d own to low expectations, and often end up out of the organisation of their own volition or not.



When a capable employee is mistaken and treated as a weak performer, would he not protest, or work at setting right the perception? Sadly, the answer is in the negative. Reducing contact with the boss is the first response, as the authors find after a detailed research. Subordinates retreat into themselves, largely because exchanges with the boss tend to be negative focusing mostly on operational matters, on problems, on deadlines on the whole, not very pleasant.



Also, They tend to nod their heads rather than ask for clarification when they have not fully understood advice or instructions They also cover up problems and tend to volunteer less unsolicited information.



Another common response is disconnection from the job, and withdrawing intellectually from the task at hand. Many subordinates who are treated as weaker performers experience a loss of drive, enthusiasm, or initiative. Tired of being rebuffed or ignored, they lose the will to fight for their ideas. Gradually, such employees begin to channel their creativity and surplus energy into outside activities and they no longer link their sense of self-worth to their work.