Set-up-to-Fail Syndrome

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The Set-Up-to-Fail Syndrome

The greatest blunders, like the thickest ropes, are often compounded of a multitude of strands. Take the rope apart, separate it into the small threads that compose it, and you can break them one by one. You think, “That is all there was!” But twist them all together and you have something tremendous.

—Victor Hugo

Problem, What Problem?

When an employee fails—or even just performs poorly—managers typically place the blame outside themselves. The employee doesn’t understand the work, a manager might contend; or the employee isn’t driven to succeed, can’t prioritize assignments, or won’t take direction. Whatever the reason, the boss often assumes that the problem is the employee’s fault—and therefore, ...