The document discusses the "Set-Up-to-Fail Syndrome" where supervisors unintentionally cause the performance of some employees to deteriorate through their behavior. Supervisors often form early negative impressions of "weaker" employees based on minor issues and then treat those employees differently by closely monitoring their work and not providing support. This treatment confirms to the supervisor that the employee is underperforming and starts a vicious cycle that damages the employee's motivation and performance. The syndrome hurts employees, the organization, supervisors' reputations, and team dynamics. To prevent or reverse it, supervisors should establish clear expectations, regularly challenge assumptions about employees, and have open communication and feedback with employees about performance and the supervisor-employee
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The document discusses the "Set-Up-to-Fail Syndrome" where supervisors unintentionally cause the performance of some employees to deteriorate through their behavior. Supervisors often form early negative impressions of "weaker" employees based on minor issues and then treat those employees differently by closely monitoring their work and not providing support. This treatment confirms to the supervisor that the employee is underperforming and starts a vicious cycle that damages the employee's motivation and performance. The syndrome hurts employees, the organization, supervisors' reputations, and team dynamics. To prevent or reverse it, supervisors should establish clear expectations, regularly challenge assumptions about employees, and have open communication and feedback with employees about performance and the supervisor-employee
The document discusses the "Set-Up-to-Fail Syndrome" where supervisors unintentionally cause the performance of some employees to deteriorate through their behavior. Supervisors often form early negative impressions of "weaker" employees based on minor issues and then treat those employees differently by closely monitoring their work and not providing support. This treatment confirms to the supervisor that the employee is underperforming and starts a vicious cycle that damages the employee's motivation and performance. The syndrome hurts employees, the organization, supervisors' reputations, and team dynamics. To prevent or reverse it, supervisors should establish clear expectations, regularly challenge assumptions about employees, and have open communication and feedback with employees about performance and the supervisor-employee
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as DOC, PDF, TXT or read online from Scribd
The document discusses the "Set-Up-to-Fail Syndrome" where supervisors unintentionally cause the performance of some employees to deteriorate through their behavior. Supervisors often form early negative impressions of "weaker" employees based on minor issues and then treat those employees differently by closely monitoring their work and not providing support. This treatment confirms to the supervisor that the employee is underperforming and starts a vicious cycle that damages the employee's motivation and performance. The syndrome hurts employees, the organization, supervisors' reputations, and team dynamics. To prevent or reverse it, supervisors should establish clear expectations, regularly challenge assumptions about employees, and have open communication and feedback with employees about performance and the supervisor-employee
Copyright:
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The Set-Up-to-Fail Syndrome
1. In most organizations supervisors deal with some employees that are unhappy or unfulfilled. What if these employees were not really the problem employees and it was the supervisor that created the performance problem? It is often the supervisor's behaviour towards the perceived weaker performers that ends up doing just the opposite, triggering a vicious circle of worsening performance and growing alienation. Basically, many employees fail because of their supervisor's efforts and this may be called a dysfunctional boss-subordinate relationship.
2. These erroneous first impressions may start by a specific event such as a missed deadline, a negative interaction with a patron or a bad presentation in public. Then the initial reaction following this event would be to start to pay attention to the employee's work. The employee reacts by feeling frustrated and not appreciated and begins to limit their involvement with their supervisor. This in turn signals to the supervisor that indeed they are a weak performer and begins to increase their involvement in the employee's work. Thus, the vicious cycle begins and ultimately the entire work unit will suffer as well as the library as a whole.
3. It is a dramatic process that occurs every day in our lifes. Yet, it is costly as it ends up terminating the potential contribution of what are, in most cases, good employees. The authors' 15 years of research reveals that the syndrome is a common pattern among supervisors. Here, are a few highlights of their research:
How Set-Up-To-Fail Starts
4. A manager categorizes employees as “in” or “out,” based on:
• early perceptions of employees’ motivation, initiative, creativity, strategic perspectives; • previous bosses’ impressions; • an early mishap; and • boss-subordinate incompatibility.
5. 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 confidence. • “Out” groups get controlling, formal management emphasizing rules.
The Costs of Set-Up-To-Fail
6. 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.
Making matters worse
7. Supervisors in an attempt to improve conditions with the weak performer will
often make the situation worse. Once they begin to lose trust and confidence in the employee's ability and willingness to perform, here are some of the behaviours that you will see:
• Giving advice not asked for to the employee about their performance. • Not asking for the employee's input and not acknowledging ideas offered. • Pointing out the employee's faults in performance. • Being skeptical of the employee's success. • Tone of voice is harsher than with other employees.
How To Reverse Set-Up-To-Fail
8. 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:
(a). Choose a neutral, non-threatening location; use affirming language
(“Let’s discuss our relationship and roles”); and acknowledge your part in the tension.
(b). Agree on the employee’s weaknesses and strengths. Support
assessments with facts, not feelings.
(c). Unearth causes of the weaknesses. Do you disagree on priorities?
Does your employee lack specific knowledge or skills? Ask: “How is my behavior making things worse for you?”
(d). Identify ways to boost performance. Training? New experiences?
Decide the quantity and type of supervision you’ll provide. Affirm your desire to improve matters.
(e). Agree to communicate more openly: “Next time I do something that
communicates low expectations, can you let me know immediately?”
