000			03108nam a2200217 a 4500
001			ASIN0875849490
005			20101220071518.0
008			101220s2002 xxu eng d
020			_a0875849490 _c$26.95
020			_a9780875849492
082	0	4	_a658.315
100	1		_aManzoni, Jean-Francois.
245	1	4	_aThe set-up-to-fail syndrome : _bhow good managers cause great people to fail / _cJean-Francois Manzoni.
260			_a[S.l.] : _bHarvard Business Press, _c2002.
300			_a304 p. ; _c24 cm.
500			_aHardcover.
520			_aDoes this scenario sound familiar? An employee you manage slips up somehow: a missed deadline, a lost account, or a weak presentation. You decide to oversee that person’s work more closely. After all, if your direct reports aren’t delivering, it’s your head that will roll. To further your frustration, the more you "help," the worse the employee’s performance becomes. What’s going on? In this eye-opening book, leadership experts Jean-François Manzoni and Jean-Louis Barsoux expose a disturbing and surprisingly rampant phenomenon. While common wisdom assumes that so-called poor performers fail in spite of their boss’s best efforts, this book demonstrates exactly the opposite. In many cases, a boss’s attitudes and behaviors actually cause or "set up" certain individuals—including those with great potential—to fail. Based on ten years of study into boss-subordinate relationships, Manzoni and Barsoux show that this Set-Up-to-Fail Syndrome is not confined to relationships with the proverbial "boss from hell." Even respected leaders—whether CEOs, teachers, or coaches—get caught up in it. The problem stems from the fact that while most managers empower and encourage star performers, they tend to micromanage and control perceived "weaker" performers in ways that stifle self-confidence and drive. The unwitting result: The latter group lives down to expectations, rather than living up to its true potential. The cost of the Syndrome, say Manzoni and Barsoux, goes well beyond the lost productivity of a few individuals. It also threatens to derail careers, takes a heavy toll on morale, and hampers overall organizational results. Through dozens of interviews, illustrative stories, and compelling research, they show how readers can: - Determine whether they are involved in a set-up-to-fail dynamic, - Recognize the mental biases that cause bosses to trigger the cycle, - Understand how subordinates contribute to fueling the problem, - Take specific steps to interrupt the cycle through proactive interventions, and - Prevent the Syndrome altogether by managing relationships differently. For anyone with influence on an individual’s potential, this book offers powerful ways to improve performance—and quality of life—in
856			_aBarsoux, Jean-Louis.40 _3Amazon.com _uhttp://www.amazon.com/exec/obidos/ASI
856			_3Amazon customer reviews _uhttp://www.chopac.org/cgi-bin
999			_c3328 _d3328
952			_p2005-0112 _40 _00 _bMAIN _10 _oHF 5549.12 .M36 2002 _d2005-01-01 _70 _cOpen Collection _2lcc _yBOOK _aMAIN