The Set-up-to-fail Syndrome

THE SET-UP-TO-FAIL SYNDROME PRESENTED BY GP-IV

THE PROCESS • Start with a positive relationship • An event triggers, questioning of employees performance • Employee starts doubting himself • Stops giving his best, avoids decisions • Boss tightens the screw further by tight monitoring • Boss and subordinate both realise that their relationship has gone sour

EFFECT ON MOTIVATION • Depriving sub-ordinates of autonomy • Sub-ordinates feel undervalued

BOSS’S BEHAVIOUR TOWARD STRONGER PERFORMANCES • Sub-ordinates given freedom of approach to tasks • Treats mistakes as learning opportunities • Ready to help sub-ordinates • Open to sub-ordinates suggestions • Solicits opinions from sub-ordinates on organization strategy • Defers to their opinion on disagreements • Praises when work well done

BOSS’S BEHAVIOUR TOWARD WEAKEN PERFORMANCES • Focuses on what needs get done as well as how it should be done • Pays close attention to mistakes • Makes himself available to sub-ordinates on need to see basis • Pays little interest to suggestions and comments of subordinates • Rarely discusses organizational strategy • Usually imposes own views on disagreements • Emphasizes what the subordinate is doing poorly

SYNDROME IS COSTLY Major • Emotional cost paid by the sub-ordinates • Organizational cost due to company’s failure to get best out of employee Others • Uneasy relationship, effects boss’s emotional & physical energy • Time & energy over consumed for improving subordinates performance • Toll on Boss’s reputation • Affects team spirit • Low performers become sympathy seekers thus wasting their time as well as others

HOW TO REVERSE SET-UP-TO-FAIL If syndrome hasn’t started • Establish expectations with new employees early. • Loosen the reins as they master the jobs • Regularly challenge your own assumptions Ask “Is he really bad” • Convey openness, letting employees challenge your opinions

HOW TO REVERSE SET-UP-TO-FAIL If syndrome has already erupted • Discuss the dynamics with the employee • Chose a neutral location & acknowledge your part in tension • Agree on employees weakness & strengths • Support assessments with facts & figures • Unearth causes of weakness • Identify ways to boost performance • Agree to communicate more openly

PREVENTION – THE BEST MEDICINE • Early guidance to new employees • Frequent contact gives boss to convey his priorities, performance measures, time allocation, expectation etc. • Challenge own assumptions and attitudes • Friendly environment to ensure free communication • Higher emotional investment by the boss

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