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
Thank
You