https://hbr.org/1998/03/the-set-up-to-fail-syndrome

 
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Managerial behavior

The Set-Up-To-Fail Syndrome

How bosses create their own poor performers.
by

  * Jean-Francois Manzoni and
  * Jean-Louis Barsoux

by

  * Jean-Francois Manzoni and
  * Jean-Louis Barsoux

From the Magazine (March-April 1998)
[APR15_02_0]

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When an employee fails--or even just performs poorly--managers
typically do not blame themselves. The employee doesn't understand
the work, a manager might contend. Or the employee isn't driven to
succeed, can't set priorities, or won't take direction. Whatever the
reason, the problem is assumed to be the employee's fault--and the
employee's responsibility.

A version of this article appeared in the March-April 1998 issue of
Harvard Business Review.
Read more on Managerial behavior or related topics Talent management
and Interpersonal skills

  * JM
    Jean-Francois Manzoni is Professor of Leadership and
    Organizational Development at IMD. His award-winning research on
    boss-subordinate relationships includes The Set-Up-to-Fail
    Syndrome: How Good Managers Cause Great People to Fail (with
    Jean-Louis Barsoux, Harvard Business School Press, 2002). 
  * 
    Jean-Louis Barsoux is a term research professor at IMD and a
    coauthor of ALIEN Thinking: The Unconventional Path to
    Breakthrough Ideas (PublicAffairs, 2021).

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Read more on Managerial behavior or related topics Talent management
and Interpersonal skills

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