The Set-Up-To-Fail Syndrome

About the Author

Jean-Francois Manzoni and Jean-Louis Barsoux are distinguished figures in the field of management and leadership. Manzoni is an Associate Professor of Management at INSEAD, one of the world’s leading business schools, located in Fontainebleau, France. His research focuses on leadership and organizational development. Barsoux is a Senior Research Fellow at INSEAD, specializing in organizational behavior and cultural dynamics within companies. Together, they have combined their expertise to explore and address the complexities of the boss-subordinate relationship in their book, The Set-Up-to-Fail Syndrome.

Main Idea

The core idea of The Set-Up-to-Fail Syndrome revolves around a dynamic where managers inadvertently contribute to the underperformance of their subordinates. This phenomenon begins with a small misstep by an employee, which prompts the manager to classify the employee as a weak performer. This label initiates a self-fulfilling prophecy where the employee's performance continues to decline due to the manager's heightened scrutiny and lack of support. The book aims to unravel the biases and misperceptions on both sides of the boss-subordinate relationship, offering strategies to interrupt this destructive cycle.

Table of Contents

• The Set-Up-to-Fail Syndrome
• Don't Treat People as Second-Class Citizens
• A Vicious Cycle
• Labels, Biases, and Misperceptions
• Subordinates Collude to Collide
• The Cost of the Syndrome
• Why Not Change?
• Cracking the Syndrome
• Feedback Is Not Always Rejected
• Lessons from the 'Syndrome Busters'
• Getting There
• Personal Transformation

The Set-Up-to-Fail Syndrome

The concept of the set-up-to-fail syndrome is rooted in the pressures and complexities that modern managers face. They are required to meet tough targets, manage geographically dispersed teams, and maintain high employee satisfaction. Amidst these challenges, managers often categorize employees into high and low performers. This categorization can lead to a detrimental cycle where perceived weaker performers receive more scrutiny and less support, ultimately confirming their low performance.

"Once employees are cast (and often miscast) as 'weak performers,' they can do nothing right in the eyes of the boss." - Jean-Francois Manzoni and Jean-Louis Barsoux

Consider an employee who misses a deadline early in their tenure. The manager, intending to help, increases supervision, which the employee interprets as a lack of trust. This results in decreased confidence and performance from the employee, reinforcing the manager's negative perception. This cycle perpetuates until the employee either leaves or continues to underperform, affecting the entire organization.

Don't Treat People as Second-Class Citizens

Management research often focuses on average management styles, overlooking the significant variance in how managers treat different subordinates. Manzoni and Barsoux highlight that perceived weaker performers often experience less autonomy, recognition, and support compared to their higher-performing peers. This differential treatment can lead to a self-fulfilling prophecy where weaker performers live down to their labels.

"Perceived weaker performers have more negative attitudes toward their job and the company, so they need more oversight and support." - Jean-Francois Manzoni and Jean-Louis Barsoux

For instance, a manager might offer unsolicited advice to a perceived weak performer, disregarding their autonomy and previous efforts. This can further diminish the employee's confidence and willingness to take initiative.