How bosses create their own poor performers. The Set-Up-to-Fail Syndrome

While I was reading through a Harvard Business Review – something grabbed my attention and just thought of sharing my learning from the reading of HBR.

How bosses create their own poor performers??

That darned employee! His performance keeps deteriorating—despite your close monitoring??? What’s going on? ???

Brace yourself: You may be at fault, by unknowingly triggering the set-up-to-fail syndrome. Employees whom you (perhaps falsely) view as weak performers live down to your expectations.

Here’s how:

1. You start with a positive relationship.

2. Something—a missed deadline, a lost client— makes you question the employee’s performance. You begin micromanaging him.

3. Suspecting your reduced con?dence, the employee starts doubting himself. He stops giving his best, responds mechanically to

your controls, and avoids decisions.

4. You view his new behavior as additional proof of mediocrity—and tighten the screws further.

Why not just ?re him? Because you’re likely to repeat the pattern with others. Better to reverse the dynamic instead. Unwinding the set-up-to fail spiral actually pays big dividends: Your Company gets the best from your employees— and from you.

HOW SET-UP-TO-FAIL STARTS??

A manager categorizes employees as “in” or “out,” based on:

? Preconceived notions or early perceptions of employees’ motivation, initiative, creativity, strategic perspectives;

? Previous bosses’ impressions;

? An early mishap; and

? Boss-subordinate incompatibility.

The manager then notices only evidence supporting his categorization, while dismissing contradictory evidence. The boss also treats the groups differently:

? “In” groups get autonomy, feedback, and expressions of con?dence.

? “Out” groups get controlling, formal management emphasizing rules.

THE COSTS OF SET-UP-TO-FAIL

This syndrome hurts everyone:

? Employees stop volunteering ideas and Information and asking for help, avoid contact with bosses, or grow defensive.

? The organization fails to get the most from employees.

? The boss loses energy to attend to other activities. His reputation suffers as other Employees deem him unfair.

? Team spirit wilts as targeted performers are alienated and strong performers are overburdened.

HOW TO REVERSE SET-UP-TO-FAIL:

If the syndrome hasn’t started, prevent it:

? Establish expectations with new employees early. Loosen the reins as they master their jobs.

? Regularly challenge your own assumptions. Ask: “What are the facts regarding this employee’s performance?” “Is he really that bad?”

? Convey openness, letting employees challenge your opinions. They’ll feel comfortable discussing their performance and relationship with you.

If the syndrome has already erupted, discuss the dynamic with the employee:

1. Choose a neutral, nonthreatening location; use af?rming language (“Let’s discuss our relationship and roles”); and acknowledge your part in the tension.

2. Agree on the employee’s weaknesses and strengths. Support assessments with facts, not feelings.

3. Unearth causes of the weaknesses. Do you disagree on priorities? Does your employee lack speci?c knowledge or skills? Ask: “How is my behaviour making things worse for you?”

4. Identify ways to boost performance. Training? New experiences? Decide the quantity and type of supervision you’ll provide. Af?rm your desire to improve matters.

5. Agree to communicate more openly: “Next time I do something that communicates low expectations, can you let me know immediately?”

This may help you in leading your teams effectively for detailed research and analysis please visit Harvard Business Reviews.

• By Ganesh Kuppala