See also: set, up. It is important to note that one of the signs of a setup for failure is the tendency to shift blame. v. 1. Interviewers use behavioral questions like " Tell me about a time you failed " to find out more about how a potential employee reacts to a negative situation. 480 comments 96% Upvoted Why, he wondered, should he submit reports on information he understood and monitored himself? Think ahead Let's say you've noticed multiple situations, instances, and facts that lead you to believe others are working against you. Whatever the reason, the problem is assumed to be the employees faultand the employees responsibility. As with most things in life, you can only expect to get a lot back if you put a lot in. When we first met Steve, he came across as highly motivated, energetic, and enterprising. These actions are intended to boost performance and prevent the subordinate from making errors. The first step is for the boss to become aware of its existence and acknowledge the possibility that he might be part of the problem. A recent University at Buffalo School of Management study found that those who feel undermined at work are more likely to sabotage their coworkers, according to Phys.org. When managers assign work and deadlines arbitrarily, you may not have the time or resources necessary to do the job right. Take your coworker aside, and when nobody can listen in, you tell him that he is being set up and the manager wants to get rid of him. Create a toxic workplace Force you to quit your job Reprise against you Demote you Discriminate against you Take money from your paycheque Cut your pay Fail to pay you Harass you Not pay you severance if you are terminated Create a toxic workplace Your boss can't create or allow a toxic workplace. Our research shows, in fact, that executives typically compare weaker performers with stronger performers using the following descriptors: Up to 90% of all bosses treat some subordinates as though they were part of an in-group, while they consign others to an out-group. Perhaps the most daunting aspect of the set-up-to-fail syndrome is that it is self-fulfilling and self-reinforcingit is the quintessential vicious circle. Our results are still preliminary, but it appears that bosses who manage to consistently avoid the set-up-to-fail syndrome have several traits in common. The good employee presents solutions. If you detect confusion or hesitation, or they say something like Were not sure, were figuring that out as we go along. This is true for companies, as well as individuals. The subordinate must consistently deliver such superior results that the boss is forced to change the employee from out-group to in-group statusa phenomenon made difficult by the context in which these subordinates operate. Does he have lower standards for performance than the boss does? Try a role-play with someone you trust. Tight controls are an indication that the boss assumes the subordinate cant perform well without strict guidelines. The boss might even acknowledge that he feels tension in the relationship and wants to use the conversation as a way to decrease it. If I say this to the subordinate, what might he answer? Adding to the confusion is the fact that he hired her, and you have no authority to discipline her. (For example, a manager might interpret a terrific new product idea from an out-group subordinate as a lucky onetime event.) You're given a deadline two. The boss-subordinate relationship for this group is one of mutual trust and reciprocal influence. The only person with that authority (or at least more than you have) refused to manage the project. When they have to manage their own employees, they frequently replicate the behavior that their bosses show to them. Bad coworkers are a nuisance. Could there be other factors, aside from performance, that have led me to label this subordinate a weak performer? The boss must separate emotion from reality: Is the subordinate really as bad as I think he is? Balancing the costs and responsibilities of raising kids alone is a struggle. If you get sucked in, you end up feeling like a doormat. Even if theres a written job description, use this opportunity to clarify any parts that are vague or subjective. As one subordinate put it, My boss tells me how to execute every detail. Unaware of Jeffs motives, Steve balked. Set up a meeting with your boss. Things are a bit more complex when repairing organizational dysfunction, since modifying behavior and developing complex skills can be more difficult than taking a few pills. The boss could say, Next time I do something that communicates low expectations, can you let me know immediately? And the subordinate might say, or be encouraged to say, Next time I do something that aggravates you or that you do not understand, can you also let me know right away? Those simple requests can open the door to a more honest relationship almost instantly. A case in point is the story of Steve, a manufacturing supervisor for a Fortune 100 company. Set up to fail: How to do know if your boss does this to you You've stepped into a new role as a manager of a team. Once I started working there I learned that most of the teams not only detested discussing these best practice topics, they were upset with me for showing enthusiasm about them and offering them as solutions to existing issues. Leave it as soon as you lock in the next opportunity, that you love. In particular, he should acknowledge that he may be partially responsible for the situation and that his own behavior toward the subordinate is fair game for discussion. Unfortunately, however, subordinates often interpret the heightened supervision as a lack of trust and confidence. (For more on how bosses treat weaker and stronger performers differently, see the chart In with the In Crowd, Out with the Out.). Do the boss and the subordinate agree on their priorities? One of the earliest signs of a pending problem is when your supervisor starts saying they are disappointed, unhappy or displeased with you or your work. She recently resigned and there have been some organizational shake-ups in my department. Is the subordinate really as bad as I think he is? to put something together; to erect something. Then, have your partner be you and you play the role of your supervisor. The boss must also use affirming language when asking the subordinate to meet with him. K__eep it among your inner circle.__ Don't offer to set up people you barely know. Just as the bosss assumptions about weaker performers and the right way to manage them explains his complicity in the set-up-to-fail syndrome, the subordinates assumptions about what the boss is thinking explain his own complicity. Learn more in our Cookie Policy. The subordinate will probably be somewhat uncomfortable as well, and it is reassuring for him to see that his boss is a human being, too. He must have displayed above-average qualifications when we decided to hire him. 3. Short of making things up out of thin air, you're not going to deliver on time. You may want to wait until you get a formal offer before diving into some of these, but go with your gut. His relocation may also open up a spot in his old job for a better performer. less motivated, less energetic, and less likely to go beyond the call of duty; more passive when it comes to taking charge of problems or projects; less aggressive about anticipating problems; less innovative and less likely to suggest ideas; more parochial in their vision and strategic perspective; more prone to hoard information and assert their authority, making them poor bosses to their own subordinates. As he explained, A team is like a functioning organism. Arent there a few things that he does well? I have watched people do nothing but network all day long. They also tend to volunteer less informationa simple heads up from a perceived under-performer can cause the boss to overreact and jump into action when none is required. Getting results in spite of ones staff is not a sustainable solution. Either way, youve taken a huge risk. We are not saying that intervention is always the best course of action. You find a lawyer willing to take your case. The initial impetus can be performance related, such as when an employee loses a client, undershoots a target, or misses a deadline. Members of the out-group, on the other hand, are regarded more as hired hands and are managed in a more formal, less personal way, with more emphasis on rules, policies, and authority. Modern parenting feels like an impossible task. A boss who rigidly plans for this conversation with a subordinate will not be able to engage in real dialogue with him, because real dialogue requires flexibility. If its not obvious that theres an HR department, this is your chance to ask how they handle personnel matters when they arise. Anticipating that they will be personally blamed for failures, they seek to find excuses early. I think I figured away to make myself better and not suffer anymore, You'renot sure what you should be doing, or for whom, You often find yourself stifling unprofessional reactions, You can't be yourself, or oftenhave to "fake"apositive attitude, You feel powerless: You have no control over your environment, You want to make things better, but can't, Youre afraid to talk to anyone about whats happening, Rudely barking commands, and general rudeness (refusing to say please or thank-you, interrupting you when you speak), Mocking and belittling, or relentless teasing (even after being asked to stop), "Raging" (taking out foul moods on people, even when they are not the source of the foul mood) and "storming" (rushing around the office, slamming doors, throwing papers, yelling loudly on the phone, even behind closed doors), Gossiping, perhaps even taking information learned in confidence, and sharing it (or exaggerated versions of it) with other employees, Openly inviting some people to lunch or after-hours events, while making a point of routinely excluding others, Going over someone's head about a problem, without first talking to the person affected by, or involved in creating the problem, Taking disciplinary action without warning or review, Intentionally excluding stakeholders from email or other communication when doing so will leave them unprepared, or without the information they need to do their jobs, Assigning projects with lots of responsibility, but no authority to make decisions, and limiting, or withholding access to those who have it, Enforcing policies and procedures differently, even among employees at the same level on the org. If it sounds like its an afterthought, beware. Sometimes this happens: the subordinate truly lacks the ability to meet the job requirements, he has no interest in making the effort to improve, and the boss and the subordinate have both professional and personal differences that are irreconcilable. In the best-case scenario, the intervention leads to a mixture of coaching, training, job redesign, and a clearing of the air; as a result, the relationship and the subordinates performance improve, and the costs associated with the syndrome go away or, at least, decrease measurably. That kind of clarity goes a long way toward preventing the dynamic of the set-up-to-fail syndrome, which is so often fueled by unstated expectations and a lack of clarity about priorities. For instance, my last position had the perfect interview sessions that centered on topics I was both experienced in and passionate about and based on this I accepted the position. Before long, Jeff became convinced that Steve was not effective enough and couldnt handle his job without help. As part of the intervention, the boss should bring up the subject of how his own behavior may affect the subordinates performance. (See Fair Process: Managing in the Knowledge Economy, by W. Chan Kim and Rene Mauborgne, HBR JulyAugust 1997.). Set yourself up for success. In the second-best scenario, the subordinates performance improves only marginally, but because the subordinate received an honest and open hearing from the boss, the relationship between the two becomes more productive. You muster up enough courage to ask what he wants you to do about her, and he says: Shes got to go.. If a company has a history of high turnover, this is a major red flag warning. The subordinate will therefore need to achieve a string of successes in order to have the boss even contemplate revising the initial categorization. Working his ass off to succeed with this task won't help him long term. Yourmanager could have helped you succeed, and chose not to. Those excusesare they really without merit? The manager then takes what seems like the obvious action because of the subordinate's perceived shortcomings. Employee A's failure confirms his boss's perception of him as a weak performer. In time, because of low expectations, they come to doubt their own thinking and ability, and they lose the motivation to make autonomous decisions or to take any action at all. Labeling is something we all do, because it allows us to function more efficiently. Your boss sends you email at work from his home office complaining about his secretary, who you thought was your peer. They leave you off important meeting invites and bring up your absence If your colleague is consistently (and seemingly intentionally) leaving you out of meetings or calls they own, they may be acting against your interests. The subordinate, in particular, would not have the benefit of observing and learning from how his boss handled the difficulties in their relationshipproblems the subordinate may come across someday with the people he manages. Until then "Love what you do" :-). set up. Your coworker may be planting evidence to make it look like you did something wrong. What bosses typically do not realize is that their tight controls end up hurting subordinates performance by undermining their motivation in two ways: first, by depriving subordinates of autonomy on the job and, second, by making them feel undervalued. In fact, the bosses we have studied, regardless of nationality, company, or personal background, were usually quite conscious of behaving in a more controlling way with perceived weaker performers. The boss pays for the syndrome in several ways. LinkedIn and 3rd parties use essential and non-essential cookies to provide, secure, analyze and improve our Services, and (except on the iOS app) to show you relevant ads (including professional and job ads) on and off LinkedIn. Or the employee isnt driven to succeed, cant set priorities, or wont take direction. You are being managed poorly. How? So his best strategy is to focus not on the impossible task, but on finding a better position. Early guidance is not threatening to subordinates, because it is not triggered by performance shortcomings; it is systematic and meant to help set the conditions for future success. Remembering the several times she turned you away herself, youre left shaking your head wondering what she expected? When objectives are vague, you dont know what your manager expects, and are left guessing. You can also use what you learn hereincluding what questions to ask prospective employersto avoid ending up in yet another toxic work-dump! The Set-Up-To-Fail Syndrome by Jean-Franois Manzoni and Jean-Louis Barsoux From the Magazine (March-April 1998) When an employee failsor even just performs poorlymanagers typically do not. No, he might have answered, I just reacted negatively because you asked for the reports in writing, which I took as a sign of excessive control.. Internal communication is vital to organizational health. I do now., Finally, shutting down can mean becoming defensive. Your choices are turn on a fellow employee without warning, or challenge your boss. "Do not let anger be a cue for you to do something. It took nearly an hour to set up the tent. Finally, in setting the context, the boss should tell the perceived weaker performer that he would genuinely like the interaction to be an open dialogue. Without clarity in these areas, all the company can do is react when theres a problem. The set-up-to-fail syndrome is not restricted to incompetent bosses. Subordinates sometimes make it extremely difficult for their bosses to be good leaders. Whom will I report to, and how will they evaluate my performance?. The goal of such an intervention is to bring about a sustainable increase in the subordinates performance while progressively reducing the bosss involvement. Think About Motives. When someone is harassing and bullying you at school, you can tell an adult. In the case of Steve and Jeff, for instance, an exhaustive sorting of the evidence might have led to an agreement that Steves underperformance was not universal but instead largely confined to the quality of the reports he submitted (or failed to submit). Although Jeff didnt really explain this to Steve at the time, his request had two major objectives: to generate information that would help both of them learn the new production process, and to help Steve develop the habit of systematically performing root cause analysis of quality-related problems. They may be trying to get you in trouble with the boss. Reversing the syndrome requires managers to challenge their own assumptions. From their first album ''Dire Straits''Released 1978 See, for example, Knowledge for Action: A Guide to Overcoming Barriers to Organizational Change (San Francisco: Jossey-Bass, 1993). "This is a relatively new phenomenon. See Dov Eden, Leadership and Expectations: Pygmalion Effects and Other Self-fulfilling Prophecies in Organizations, Leadership Quarterly, Winter 1992, vol. The process is self-fulfilling because the bosss actions contribute to the very behavior that is expected from weak performers. Setting me up to fail. Colleagues who seek to undermine are even worse than that. I bought a new table, but I'm not sure how to set it up. One afternoon, a few of his coworkers showed up at happy hour, and I asked them why he worked so much. What would my role and responsibilities be?. It can be unwound. Their mismanagement of some subordinates need not prevent them from achieving success, particularly when they and the perceived superior performers achieve high levels of individual performance. When someone is trying to set you up, they will use this tactic to bring down your sense of confidence or your self-worth. In addition, the energy devoted to trying to fix these relationships or improve the subordinates performance through increased supervision prevents the boss from attending to other activitieswhich often frustrates or even angers the boss. So it is with the people who are in the bosss out-group. Indeed, numerous studies have shown that up to 90% of all managers treat some subordinates as though they were members of an in-group, while they consign others to membership in an out-group. The influence of expectations on performance has been observed in numerous experiments by Dov Eden and his colleagues. Sometimes, of course, the answer is yes. 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