Achieving Fairness
by Miki Saxon
Last Monday we discussed some of the ridiculous reasons that managers use to excuse their lack of fairness and Tuesday we covered what most employees actually mean by ‘fair’.
The main focus was on compensation and that doesn’t begin to cover it.
Unfair treatment from pay to perks to training to strokes to any form of attention will create problems.
Note: I didn’t say ‘might’ or ‘may’ cause problems, but will cause them.
Not just engagement, motivation and retention problems, but also problems with creativity, innovation, initiative (AKA leadership) and especially trust—there won’t be any.
So let’s be clear.
There is no acceptable reason to treat any of your people unfairly.
How do you know that you are being unfair?
I have never met or heard of any managers who didn’t know deep down that they were being unfair.
They may ignore their actions and practice extreme awareness avoidance regarding their reasons, but they know.
The solution is simply to stop; there is no fancy action list; no books to read, no research to do.
You know when you do it, so you’ll know when you stop.
Simple—yes; easy—no. But it has to be done if you want your team to excel.
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November 30th, 2009 at 4:50 am
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