IN MARCH-APRIL 1998 we published an article in the Harvard Business Review entitled "The Set-Up-to-Fail Syndrome: How Bosses Create Their Own Poor Performers." The article seemed to hit a nerve and received enormous press coverage in the United States,in Europe, and in Asia. Every journalist seemed to report a personal story that illustrated the point we were making in the article. Many managers wrote to us, from everywhere--we remember vividly a letter from two medical doctors in Australia--to say, "I've seen what you describe, that's exactly right!" Some had been on the receiving end of the syndrome; others were bosses who were suddenly understanding better their responsibility in their subordinates' underperformance.

An employee you manage slips up somehow: a missed deadline, a lost account, or a weak presentation. You decide to oversee that person's work more closely. After all, if your direct reports aren't delivering, it's your head that will roll. To further your frustration, the more you "help," the worse the employee's performance becomes. What's going on?

In this eye-opening book, leadership experts Jean-Francois Manzoni and Jean-Louis Barsoux expose a disturbing and surprisingly rampant phenomenon. While common wisdom assumes that so-called poor performers fail in spite aftheir boss's best efforts, this book demonstrates exactly the opposite. In many cases, a boss's attitudes and behaviors actually cause or "set up" certain individuals--including those with great potential--to fail.

Based on ten years of study into boss-sub-ordinate relationships, Manzoni and Barsoux show that this Set-Up-to-Fail Syndrome is not confined to relationships with the proverbial "boss from hell." Even respected leaders--whether CEOs, teachers, or coaches--get caught up in it.The problem stems from the fact that while most managers empower and encourage star performers, they tend to micromanage and control perceived "weaker" performers in ways that stifle self-confidence and drive. The unwitting result: The latter group lives dawn to expectations, rather than living up to its true potential.

Preface

Acknowledgments

1 The Set-Up-to-Fail Syndrome

2 When Common Sense Fails Us

3 Set-Up-to-Fail: A Vicious Cycle

4 Labels, Biases, and Misperceptions

S Colluding to Collide

6 The Cost Iceberg

7 Blinders of Our Own Making

8 Cracking the Syndrome

9 Preventing the Set-Up-to-Fail Syndrome:Lessons from the "Syndrome Busters"

10 Getting There

Notes

Index

About the Authors