The Set-Up-To-Fail-Syndrome.
By: Jean-Francois Manzoni and Jean-Louis Barsoux
Who should read:
Anyone leading managing and/or coaching people
Our favorite ideas from the book:
- Bosses control their subordinates success with their expectations
- Bosses sort their people into 2 groups: stronger performers and weaker performers. They then interact with these 2 groups very differently
- People know what group they are in and once you are in the weaker group it is difficult to get out
- A failure or missed deadline can trigger a viscous cycle that starts this syndrome and once it starts the boss will have a completely different take about the employee
- Bosses can create “learned helplessness” with once thriving performers causing them to feel like they can’t win so they give up trying
- Beyond the current impact of performance, this behavior impacts a boss’ ability to impact and improve weaker performers
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