Whether interviewing candidates for an open position, promoting current employees, or putting together a team to lead an exciting new project, have you ever taken a minute to really think about what drives the decisions you make everyday regarding the individuals you lead. While most managers would likely say they are making choices based on skills and proven track records, research shows that may not always be the case.
Research conducted by Georgetown University’s McDonough School of Business and Penn Schoen Berland, a market research and consulting firm, revealed that 84% of more than 300 business leaders surveyed said favoritism takes place at their organization. However, only 23% admitted to personally playing favorites with their employees.
While nearly three-quarters of the participants in the study acknowledged that there are specific procedures in place to ensure decisions within their companies are fair, most workers would tend to agree there’s still plenty of stock to be put into the old adage, “it’s not what you know, but who you know.”
So, what can you do to help ensure your leadership stays fair and balanced?
Be open about your decisions.
Transparency is one of the best ways to build trust in your decision making. When an exciting new project comes down the pipeline, it’s important to explain to your employees why the team members you chose to be a part of the project are the best people for the job. Whether it’s special skills, work history, or unique performance requirements, when your workforce understands the logic behind your decisions, they’ll be less likely to accuse you of playing favorites.
Break the mirror.
It’s human nature to gravitate toward people similar to ourselves. From gender and race to hobbies and interests, there are a wide variety of influencers that may make you identify with one or two employees more closely than others. Intentional or not, your team will pick up on the special rapport you hold with such employees, which could easily lead to resentment or frustration if it’s perceived as receiving preferential treatment.
Draw a line between work and social lives.
Within most companies, there are typically groups of employees who socialize outside the office. It’s only natural to develop friendships with the people you spend eight or more hours a day with. However, as a leader, it’s a good rule of thumb to draw a line between where the workday ends and social hours begin. Of course, there will be occasional outings outside of work, but too much socializing can lead to accusations of playing favorites from employees who aren’t included in after-hours gatherings.
Include others in hiring decisions.
Consensus is key to many of the work decisions you make everyday. And, this can be especially true when hiring new employees or promoting current ones. To help ward off claims that you are basing your decisions on personal feelings toward a particular candidate, include several decision makers in the interview process. Not only will your employees be more receptive to the choice, but you will also be able to get a different perspective of the individual interviewing for the job.
Every employee deserves a chance to shine without having to fight their way through the political rigmarole that often occurs when their leaders start playing favorites. However, that doesn’t mean you should feel bad for repeatedly utilizing employees who you know will consistently produce results. There’s a fine line between playing favorites and picking the right person for the job. The important part is recognizing where the decisions you make are coming from.
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