Many leaders pride themselves on being impartial and fair. They perceive themselves to have the same expectations for all and hold others to a relatively similar standard. This is more true, of course, in certain cultures than in others. Specifically, an emphasis on fairness tends to be present in those cultures who focus on the uniform application of rules, standards, processes, and procedures, rather than on an emphasis on difference, uniqueness and exceptions. (1).
But now suppose one such leader realized that she is unconsciously treating some individuals on her team quite differently, in terms of equal opportunity for feedback.
Research shows - as well as my experience - that leaders give more quantity and quality feedback to people who are most like them. They give less quantity and quality of feedback from those who are most different from them.
A recent example is the leader who told me he feels uncomfortable giving feedback to members of his team who speak with an unfamiliar accent -- even though their work product is consistently high. He feels "uncomfortable" discussing this with them. This leader astutely made the connection that there was another person who he regularly worked with who he perceives has many deficiencies in relation to the work, and yet because he has no accent, he continues to enjoy more opportunities than the others.
The micro-inequities that exist in organizations have a shocking impact on the experience of individuals who do not have the privilege of matching the boss stylistically or culturally. In turn, the organization suffers, of course, because it cannot fully develop -- and subsequently benefit from -- each employee's strengths.
As a leader in your organization, consider for yourself who gets consistently more of you and who gets consistently less of you. Could it be that you, as leader, are a major contributor in creating "winners" and "losers"? In other words, are you deciding who succeeds in your organization and who doesn't, based on your own fears or frame of reference?
So engage with everyone, and if feeling uncomfortable, simply state your true intentions; that is, to more adequately support each other in reaching the goals of all involved: you, them, and the organization.
(1) Definitions are of cultural preferences "universalism" and "particularism" and come from the Cultural Orientations Indicator (COI), from TMC, a Berlitz company.
