Fairness

You should only treat others firmly when you’re able to treat them fairly.

Fairness contributes to employee loyalty and retention while reducing the “people tax” associated with office politics.

I most often see two issues that negatively impact fairness:

First, we sometimes confuse equal and equitable treatment.

Not all people or situations are the same, and making decisions or acting as if things are equal for all is patently unfair.

Second, it can be hard to deliver bad news or withhold merit even when your decision-making process is fair.

Many managers try to avoid the inevitable confrontation as long as they can.

Here’s how to ensure you’re treating others fairly:

> Be aware of your own biases and blind spots—all leaders have them.
> Be transparent with your decision-making.
> Seek input from those affected.
> Be consistent in your decisions and actions.
> Explain your decision after the fact.
> Remain factual and authentic.
> If your decision was heavily influenced from a higher level, don’t undermine it.
> Acknowledge any mistakes made and work in good faith to improve your decision making over time.

Even if those impacted don’t love the outcome, they should be able to respect—and feel respected by—your process.