 Dear students, I welcome you in the course of leadership, emotional intelligence and the CN making. This is module number 101 and we are going to talk about the setup to fail syndrome. The setup to fail syndrome is a very common phenomena because many managers and leaders they have this deficiency in their conduct with the followers that they develop setup to fail syndrome. Now when we talk about setup to fail syndrome, remember that there are certain things we need to bear in our mind. For example, how do you motivate your employees? When we talk about this thing, the first thing comes to your mind is that the employees who are perhaps there to come up with their performance, they are not showing up up to mark outcome. So what you do is that you tag them and you think that they may not perform. Therefore what you do is that you start with a positive relationship but soon as a positive relationship is in progress you realize that sometimes the person is not meeting up the deadlines or if he is not meeting up the deadlines then you feel as if the person is not capable enough and if the person is not capable enough then you start micromanaging and then you visualize every aspect of the person that the person is doing good or the person is not doing up to the mark. When this work begins then the person would realize that perhaps the first thing he was getting was the attention you have given to the person. Therefore the person would be suspecting that if the attention is not given to that person by the manager or the leader, then he cannot show up to his performance. When he does not show up to his performance then as a result what you would do is that you start to tighten it further, you start to put controls on it, you start to put penalties on it and as a result this will continue to happen like a vicious circle. Until the employee would be taken up as a low performer. Now the main reason for this is that we categorize two types of people in our mind. One are taken up as in-group and other are taken up as out-group. Now how will you tackle the people of in-group and out-group? Your author has discussed some details with us. Now talking about in-group people and out-group people the manager is going to have different connotations and different expressions of interaction. For example, in case of boss behavior towards perceived stronger performers, the stronger performers discusses project objectives with a limited focus on project implementation. Project implementation gives the freedom to choose his own approach to solving problems or reaching goals. The most important thing is that they are providing freedom to come up with their own idea, their own creativity and innovation. Number two, he or she treats unfavorable variances, mistakes or incorrect judgments as learning opportunities and this thing will further boost them that they better to play their role to avail their opportunities. Number three is that he or she makes himself available as in let me know if I can help you and this one sentence, this one expression becomes a big encouragement for them. The fourth step what the manager is going to do is open to subordinate suggestions and discuss with them with their interest. The fifth step which your author has identified is gives subordinates interesting and challenging stretch assignments often allows subordinates to choose his own assignment. Ab ye own assignment choose karne se bhi fayda kya hoga that the person is there to come up with their own idea, own creativity or those idea or creativity say those high performers would be performing even better. The sixth step which we need to talk about is the leader or the manager, solid's opinions from subordinates on organizational strategy, execution, policy and procedures. Ab ye step bhi bohot important hai because woh unko contribution de rahe in the development in the context of what organization is needing so that they can perform even better. The seventh step which your author has identified is talking about often differs to subordinates opinion and disagreements. And last but not the least, the eighth step which you are going to have with your people is talking about present subordinates for work well done. Ab ye tamam kaam boss ka behavior hai towards stronger performers. But in case of weaker performance, ab woh kya karega is directive when discussing tasks. Ab usko jo directive style hai jisme ke woh unko option nahi de rahe ke apni marzi wahapar use kar suke iss se unki discouragement hojatiye. Number two, it is talking about pays close attention to unfavorable variances, mistakes and incorrect judgment. Aur us incorrect judgment ki wajah se the people would not be able to perform better. The number three is that makes himself available to subordinates on a need to see basis. Ab need to see basis versus jo hamne stronger performance me dekata let me know if I can help you. Ye dono cheezin hain bohot zada tazaad rakti hain jiski wajah se the low performers would be performing even lower. The fourth step would be pay little interest to subordinates because they are taken up as the out group or they are weak performers aur unki us weak performance ki wajah se manager ki tawajyopi un par correspondingly woh kum ho rahi hai. Isi tara reluctantly gives, fifth point pe agar ham dekhain reluctantly gives subordinates anything but routine assignment. And number six point would be that rarely asks subordinate for input about organizational or work related matters aur bohot kum unka contribution woh hopata hai kisi strategy me kisi policy me ya kisi procedure ke development me. The seventh step would be usually imposes on views in disagreements aur woh un koi jazat nahi dehta ke wo apni creativity and innovation waha par dekhah sakein. And eighth but not the last point which is not taken up as the least point is that emphasizes what the subordinates is doing poorly. Ye tamaan woh waju haath hain din ki wajah se the poor performer would be even performing more decreased performance. Dear students, jaisa ke ham ne dekhah ki ek manager past logon ko high performer aur low performer ki category me divide karta hai. Khiar jo high performers hain unko woh in group ke tohru par leta hai aur jo low performers hain unko woh out group ke tohru par leta hai aur dono ke saath uska partao woh different hoga. Jab woh partao apna different karega toh the better performers would be getting better results and the low performers would be feeling as if they are left behind. Netija tan the manager is not able to create the balance jis balance ki zurudat hai being a leader and being emotionally intelligent. Toh hoga kya ki as a result they would be creating set up to fail syndrome. Agar ham hi saari baat ko conclude karein to dear students, yaad rakhiyega. Ke hame ek balance maintain karna chahiye tamam logon ke ma bain. Jo low performers hain ho sakta hai ke unko zyada tavajjo ki zurudat ho apni performance ko behhter karne ke liye aur yeh bhi ho sakta hai ke shahid unki koi unexplored competency hain jisko ke abhi tak manager sought out woh nahi kar sakka. Therefore, there should be a proper balance between high performers and low performers. Thank you.