systematicHR

Harvard Business Review’s article “The Set-Up-to-Fail Syndrome” places the blame on failed mentorships squarely in the hands of the mentor, not the mentee.

1. You start with a positive relationship.
2. Something—a missed deadline, a lost client—makes you question the employee’s performance. You begin micromanaging him.
3. Suspecting your reduced confidence, the employee starts doubting himself. He stops giving his best, responds mechanically to your controls, and avoids decisions.
4. You view his new behavior as additional proof of mediocrity—and tighten the screws further. ((Manzoni, Jean-Francois and Barsoux, Jean-Louis. March-April, 1998. “The Set-Up-To-Fail Syndrome.” Harvard Business Reivew.))

This is not an outlandish scenario, and in fact, it’s a common leadership problem. As we know, leaders can be the inspiration or the downfall of an organization, group of employees or individual producer. In this case, high potential employees can be displaced from an organization simply by mismanaging simple interactions. There are however, some pretty serious costs assicoated with the demoralization of HiPo’s.

• Employees stop volunteering ideas and information and asking for help, avoid contact with bosses, or grow defensive.
• The organization fails to get the most from employees.
• The boss loses energy to attend to other activities. His reputation suffers as other employees deem him unfair.
• Team spirit wilts as targeted performers are alienated and strong performers are overburdened ((Ibid))

But there are some simple ways to avoid this.

• Establish expectations with new employees early. Loosen the reins as they master their jobs.
• Regularly challenge your own assumptions. Ask: “What are the facts regarding this employee’s performance?” “Is he really that bad?”
• Convey openness, letting employees challenge your opinions. They’ll feel comfortable discussing their performance and relationship with you. ((Ibid))

For more details and specifics, check out the HBR article, free on the web.