(See Fair Process: Managing in the Knowledge Economy, by W. Chan Kim and Rene Mauborgne, HBR JulyAugust 1997.). That approach has the short-term benefit of bypassing the discomfort of an open discussion, but it has three major disadvantages. Second, even if the bosss encouragement were successful in improving the employees performance, a unilateral approach would limit what both he and the subordinate could otherwise learn from a more up-front handling of the problem. Even when well prepared, bosses typically experience some degree of discomfort during intervention meetings. 3, no. In this innovative lead-from-behind strategy, you ask your boss for help with a significant problem. Think About Motives. How does the company communicate internally? First, a one-sided approach on the part of the boss is less likely to lead to lasting improvement because it focuses on only one symptom of the problemthe bosss behavior. (For more on how bosses treat weaker and stronger performers differently, see the chart In with the In Crowd, Out with the Out.). First, uneasy relationships with perceived low performers often sap the bosss emotional and physical energy. He says he refuses to work with her anymore because shes so incompetent. Subordinates are reluctant to trigger the discussion because they are worried about coming across as thin-skinned or whiny. Do you work in a toxic environment? By and large, however, managers are aware of the controlling nature of their behavior toward perceived weaker performers. Having an interviewer ask you to talk through a X-rated negative . Rather than thank you for demonstrating loyalty and a can-do attitude (after all, you could have just quietly looked for another job, and quit), your boss gets defensive. But underlying the syndrome are several assumptions about weaker performers that bosses appear to accept uniformly. His boss expressed great confidence in him and gave him an excellent performance rating. Imagine you're sitting in your cubicle fielding a call from a customer. (For an illustration of the set-up-to-fail syndrome, see the exhibit The Set-Up-to-Fail Syndrome: No Harm IntendedA Relationship Spirals from Bad to Worse.). Think ahead Let's say you've noticed multiple situations, instances, and facts that lead you to believe others are working against you. The second step requires that the boss initiate a clear, focused intervention. The boss might even try to describe the dynamics of the set-up-to-fail syndrome. Wish I had know I would have asked these questions and not become an escapegoat. The set-up-to-fail syndrome is not an organizational fait accompli. Whereinternal communication is scarce, managers are freeto make up rules as they go along, or avoid taking responsibility for difficult or unpleasant tasks. In those cases, however, the intervention still yields indirect benefits because, even if termination follows, other employees within the company are less likely to feel expendable or betrayed when they see that the subordinate received fair treatment. Then, have your partner be you and you play the role of your supervisor. When preparing your answer to "Tell me about a time you failed," consider these tips: 1. Does the subordinate have limited skills in organizing work, managing his time, or working with others? When choosing an instance of failure to discuss, think hard about the outcome of the failure and whether it will boost your chances of getting the job. If it sounds like its an afterthought, beware. Effectively, this means that you will not trust your own decisions or intellect as much, and you might be more dependent on them when it comes to making decisions. However, they do so without disempowering and discouraging subordinates. The setup-to-fail syndrome is put into motion when the manager begins to worry that the employee's performance is not up to par. Following the often-heard aphorism Better to keep quiet and look like a fool than to open your mouth and prove it, they avoid asking for help for fear of further exposing their limitations. Yet often the biggest obstacle to effective intervention is the bosss mind-set. You have some options, but my personal favorite would be to just do what your manager says, hit your deadlines despite them making no sense, and then when the project fails, say "I literally did what you told me to do.". Choose a story that highlights some of your key qualities relevant to the . If the subordinate moves to a new job within the organization that better suits him, he will likely become a stronger performer. As a guiding framework, however, we offer five components that characterize effective interventions. 1. jakemch 3 yr. ago. Arent there a few things that he does well? The result is that they often end up leaving the organizationeither of their own volition or not. Could it be that, under other circumstances, I might have looked more favorably upon them? The net result is that the boss and the subordinate feel free to communicate frequently and to ask one another questions about their respective behaviors before problems mushroom or ossify. Do you feel like you cant trust anyone? This is a fantastic article. It turns out that your BFFs weren't such BFFs after all. One outstanding performer commented on his bosss controlling and hypercritical behavior toward another subordinate: It made us all feel like were expendable. As organizations increasingly espouse the virtues of learning and empowerment, managers must cultivate their reputations as coaches, as well as get results. The write ups escalate. In addition, alienated subordinates often do not keep their suffering to themselves. Unfortunately for some subordinates, several studies show that bosses tend to make decisions about in-groups and out-groups even as early as five days into their relationships with employees. When someone is harassing and bullying you at school, you can tell an adult. I once worked with someone who tried to out-do me on everything. You can also use what you learn hereincluding what questions to ask prospective employersto avoid ending up in yet another toxic work-dump! As one subordinate put it, My boss tells me how to execute every detail. 1. That is because a boss needs to back up his performance assessments with facts and datathat is, if the intervention is to be useful. This article is based on two studies designed to understand better the causal relationship between leadership style and subordinate performancein other words, to explore how bosses and subordinates mutually influence each others behavior. From C-level Executives all the way down, everyone knows whats expected, and what will happen if they dont meet expectations. A study from The Creative Group. A neutral location may be more conducive to open dialogue than an office where previous and perhaps unpleasant conversations have taken place. This article will help youdecide if you're being set up to fail,andif your company's dysfunction is to blame. Bosses tend to avoid initiating these talks because they are concerned about the way the subordinate might react; the discussion could force the boss to make explicit his lack of confidence in the subordinate, in turn putting the subordinate on the defensive and making the situation worse.2. What should I do? 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. This button displays the currently selected search type. They are supposed to be there to address your concerns, teach you and guide you when you. Take precautions against co-worker sabotage It is wise to have some good measures in place to protect yourself if you ever fall under a colleague's attack. And if I still believe Im right, how can I help the subordinate see things more clearly? Clearly, it takes a special kind of courage, self-confidence, competence, and persistence on the part of the subordinate to break out of the syndrome. How does the company communicate polices and procedures? Strategy 3: "Go Solve It Yourself". Move on. Likewise, the subordinate must be allowedindeed, encouragedto defend his performance, compare it with colleagues work, and point out areas in which he is strong. You have all the responsibility to get the work done, but no authority to assign tasks to others. Youre told "just get it done!". Because of his high performance, Steve was chosen to lead a new production line considered essential to the plants future. Michael Tomaszewski Career Expert, Zety The moment you start noticing that someone is trying to get you fired at work, you should immediately take certain steps. Are bosses aware of this sorting process and of their different approaches to in and out employees? 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. An increased workload may help perceived superior performers learn to manage their time better, especially as they start to delegate to their own subordinates more effectively. The main one is the dismal reality that half the electorate was against him from the get-go.". To assemble, erect, or organize something: The kids set up a tent in the backyard. The methods used to head off the set-up-to-fail syndrome do, admittedly, involve a great deal of emotional investment from bossesjust as interventions do. The set-up-to-fail syndrome is not restricted to incompetent bosses. Sadly, such superhuman efforts are usually just that. It should also include an explicit discussion of how much and what type of future supervision the boss will have. 2. Surround yourself with people and places that bring out the best in you. The subordinate, after all, isnt contributing his ideas or energy to the organization. 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. If something sounds too good to be true, it probably is. Imagine you've been told to write copy for the company website. 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. 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.. As one perceived weak performer recalled, I just wanted to let my boss know about a small matter, only slightly out of the routine, but as soon as I mentioned it, he was all over my case. They may even try to convince the company to fire you. 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. It is all about the correct tools to succeed. 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. In the worst-case scenario, the bosss intense intervention and scrutiny end up paralyzing the employee into inaction and consume so much of the bosss time that the employee quits or is fired. This is your chance to ask about the review process, and how performance is tied to compensation. Face-to-face discussions about a subordinates performance tend to come high on the list of workplace situations people would rather avoid, because such conversations have the potential to make both parties feel threatened or embarrassed. Instead, they will proceed tacitly by trying to encourage their perceived weak performers. You try one last time to approach your manager. To lead a new job within the organization to describe the dynamics of the controlling nature of their different to. 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