The Set-Up-To-Fail Syndrome - Harvard Business Review

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SKIP TO CONTENTManagerial behaviorThe Set-Up-To-Fail Syndrome

by Jean-François Manzoni and Jean-Louis Barsoux

From the Magazine (March–April 1998)
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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.

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