| I'm going to address a topic that isn't | | | | technology enterprises. High Tech |
| often discussed formally by top | | | | companies, particularly startups, are |
| management within a business, certainly | | | | built to move very fast. A big aspect of |
| not out in the open. It's a major topic | | | | that speed advantage is often the |
| in HR circles, I'm sure. It's also a | | | | company cultures, which tend to be open |
| major topic, in hushed tones, around the | | | | and collaborative. To ignore this issue |
| water cooler and during lunch among | | | | in a High Tech business is to invite a |
| friends. But regardless of how little | | | | loss of productivity, or in extreme |
| formal attention it gets, this is an | | | | circumstances, an actual destruction of |
| important issue that exists in nearly | | | | the company culture that you've worked |
| every workplace, large and small. While | | | | hard to create. Resentment can build |
| it's not something that gets addressed | | | | quickly when favoritism is suspected. |
| in management meetings or SEC filings, | | | | Resentment quickly becomes bitterness, |
| I'd venture to guess that it can have as | | | | and bitterness leads to all sorts of |
| much affect on a company as most "high | | | | behavior which creates problems for |
| profile" management topics. | | | | companies. Plummeting productivity, |
| THE PROBLEM | | | | divisions between the perceived "haves" |
| The issue that I' m referring to is | | | | and "have-nots", absenteeism and |
| Workplace Favoritism. If you've ever | | | | attrition. All of this has the potential |
| worked in an organization larger than | | | | to slow down or even stop a fast-moving, |
| two people, I suspect that you've seen | | | | but embryonic, High Tech business very |
| it. Favoritism is part of human nature. | | | | quickly. |
| No two people interact similarly to any | | | | PERCEPTION, NOT REALITY |
| other two, so it's impossible for all | | | | I want to emphasize that it's the |
| workplace relationships to be "equal". | | | | PERCEPTION of favoritism that does the |
| It's only natural to gravitate to people | | | | damage. If there is actual favoritism, |
| that you share common interests with, | | | | you can argue that management is just |
| and with whom you have an easy rapport. | | | | getting what they deserve. But I've seen |
| And of course, there's nothing wrong | | | | proud managers who think that since |
| with any of this, on the surface. The | | | | they're not actually doing anything |
| problems surface when one of three | | | | wrong, that should be enough--people |
| distinct things ocurr: | | | | will recognize it. They may also feel |
| 1. When a good rapport and shared | | | | that they are too busy worrying about |
| interests lead to a PERCEPTION that an | | | | "real" business problems that are |
| employee is getting favored treatment | | | | critical to the business in the near |
| from a manager | | | | term, to be concerned with such |
| 2. When a manager ACTUALLY PROVIDES | | | | "soft"issues. They'll let HR worry about |
| unfair preferential treatment for one | | | | such things. Or since they're not |
| employee at the expense of others | | | | actually guilty, they believe that they |
| 3. Nepotism, the granddaddy of workplace | | | | just don't need to defend themselves |
| favoritism | | | | further. Lastly, they might think that |
| So you might be thinking, hey, this is | | | | since they're the "all powerful" boss, |
| pretty subjective stuff. There are many | | | | they can do what they want, and no one |
| people in the workplace who are | | | | will challenge their decisions. |
| extremely sensitive, and are looking | | | | In nearly all cases, no matter the |
| around every corner for perceived | | | | justification, the companies of managers |
| slights and injustices. Women can be | | | | who ignore perceptions of favoritism |
| suspicious that they're being shut out | | | | will suffer as a result of the |
| of participation in the best projects, | | | | oversight. |
| or advancement, because of the "Old Boys | | | | This is a pretty confusing topic, with a |
| Club"--oftentimes with good reason, | | | | lot of room for misperception on both |
| unfortunately. There are also many | | | | the management and employee sides. But |
| under-performers who look at other's | | | | it's extremely important for management |
| relationships, in an attempt to convince | | | | to directly address the issue head-on. |
| themselves that it's something other | | | | So what's a manager to do to avoid the |
| than their own shortcomings that is | | | | PERCEPTION of favoritism, which as |
| preventing them from getting ahead. | | | | discussed above, can be just as damaging |
| WHAT DEFINES FAVORITISM? | | | | as actual favoritism? |
| I don't believe that you can, or should, | | | | COMMON SENSE APPROACH |
| treat everyone the same. I'm not an | | | | I propose that it's not hard to take a |
| advocate of communism. People who | | | | common sense approach to favoritism. |
| perform well should be rewarded. And a | | | | Here are the rules I suggest management |
| single management style doesn't work | | | | try to live by: |
| equally well with all employees. Some | | | | 1.Do everything within your power to |
| people need more attention to fulfill | | | | insure that advancement, perks and |
| their potential, while others excel with | | | | compensation are based strictly upon |
| less attention and more autonomy. And | | | | objective performance measures |
| speaking strictly about nepotism, just | | | | 2.Strive to treat everyone fairly, if |
| because an employee is related to | | | | not necessarily the same |
| someone in a position of power, doesn't | | | | 3.Put yourself in your employee's |
| insure they are lazy or incompetent. | | | | shoes--think back to before you were a |
| So when does smart, individualized | | | | manager, and evaluate whether you might |
| management of employees cross the line | | | | feel a particular action feels like |
| into unfair favoritism? | | | | favoritism |
| It crosses the line when an employee | | | | 4.Create an environment where any |
| receives extra benefits that are | | | | employee feels comfortable discussing a |
| perceived to result from a "special | | | | perceived injustice with |
| relationship" rather than from excelling | | | | management--this enables managers to nip |
| in job performance. | | | | misconceptions in the bud |
| The actions in question can be pretty | | | | 5.Practice an open door policy--this |
| subtle, and the employees who feel | | | | also contributes to a culture of trust, |
| slighted might be very good at hiding | | | | which can sooth ruffled feathers before |
| their true feelings. So it's also very | | | | hurt feelings can fester and turn a |
| easy for a manager to think there's no | | | | situation far more sour |
| real problem, and often be totally | | | | 6.Manage potential perceptions of |
| oblivious to perceptions of favoritism. | | | | favoritism proactively--it's much easier |
| But it is extremely important for | | | | to prevent the perception up front, than |
| management to be hyper-sensitive to this | | | | it is to "put out the fire" once it's |
| issue. While this is a universal | | | | raging |
| business issue, I feel it is | | | | 7.If at all possible, avoid family |
| particularly important to high | | | | relationships within the workplace. |