If the Pygmalion effect describes the dynamic in which an individual lives up to great expectations, the set-up-to-fail syndrome explains the opposite. It describes a dynamic in which employees perceived to be mediocre or weak performers live down to the low expectations their managers have for them. The result is that they often end up leaving the organization, either of their own volition or not. This workshop provides insight into recognizing this pattern of behavior, and how to address it. Stepping into that responsibility can be challenging, but it is necessary for the good of both the team and the individual performer.
Course Overview
Course Outcomes
- Understand the self-fulfilling nature of the syndrome
- Identify and take steps to break the cycle of failure
- Put the onus for performance shortfalls where it belongs
- Hold self and subordinates accountable for moving the issue forward
Business Need
When an employee fails to meet expectations, leaders typically put the responsibility for that failure on the employee. Often, that's appropriate. We rightly expect people to hold themselves accountable to performance expectations. However, it's important to acknowledge that sometimes the responsibility for that poor performance rests on the leader and not the employee. A lack of clear direction, insufficient resources, wrong person for the job, all of these can be laid at the feet of the leader. This session examines the leader's responsibility to identify the elements within their control and to address those elements. To do otherwise can, indeed, set an employee up for failure.
Course Topics
Background on the Syndrome
- Understanding symptoms, causes and impacts
- Applying personal experience
- Case studies
Employee Role
- Concentrate on what you can do for the boss and the team
- Don’t get stuck
- Understand boss’ concerns
Supervisor Role
- Acknowledge responsibility
- Agree on the symptoms
- Diagnose the causes
Finding Solutions
- Jointly work out a performance plan
- Deliver on the plan
- Monitor effectiveness
Course Schedule
Typical Course Duration
Virtual: 2 hours
In-person: 4 hours
| DAYS | AM | PM |
|---|---|---|
| 1 |
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Delivery Methods
Number of participants
- in-person: 30
- virtual: 30
Course Details
Course Level:
- Leaders at all levels
Learning Methods:
- Case Study
- Discussion
- Exercises/Activities
- Lecture
- Personal Reflection
Equipment:
- easel/markers
- LCD projector and screen