Combatting Unconscious Favoritism: Strategies for a More Inclusive Workplace

When you assign key projects do you have a preferred member of your organization who you always call on? Do you have individuals you know you can count on to do a great job and deliver on time? Perhaps you feel that handing projects time and time again to the people who are tried and tested and are bound to have your back might seem like a no-brainer?

If so, it’s time to stop and consider—are you guilty of unconscious favoritism, something that can contribute to a toxic workplace?

It’s an issue I’ve encountered a lot over the past six months that has risen to the surface in executive coaching, peer groups and leadership groups. In fact, I’d go so far as to say it’s running rampant.

Surveys have shown that favoritism is widespread. In one survey, 75% of senior executives at companies with at least 1,000 employees said they had witnessed favoritism when it came to promotions, while 23% admitted they had practiced favoritism. Even more stunning, it was found that a predetermined favorite got the promotion 96% of the time, even though procedures were in place to supposedly prevent favoritism.

Other research has shown that an increase in a sense of favoritism, and a lack of learning opportunities, can stifle engagement and increase odds of employee burnout by 16% to 23%.

What I’ve seen firsthand, and helped course correct, is unconscious favoritism either because of relationships that have built up over time, an inclination to “stick with what works,” or the natural human inclination to favor those with similar interests and backgrounds. It is a huge leadership blind spot which results from executives, one way or another, operating in their comfort zone. The rationale I’ve heard is that they have a higher level of trust in certain people, and that assigning important tasks to them gets projects accomplished faster and more efficiently. And while that is probably true, certainly in the short-term, it is a misguided view.

Impacts

The impacts long-term are far-reaching.

D&I

Unconscious favoritism can hinder diversity and inclusion efforts, creating an environment where not all employees have equal opportunities. What this also means from the corporate standpoint is that you’re not tapping into all of the resources at your disposal. You’re not getting input from people who might have less experience but have different perspectives and can offer different solutions. Result: ultimately you’re less competitive.

Decreased morale

When employees feel they’re not being given a fair shot at plum assignments or are overlooked for promotions resentment will fester throughout the organization. There can be increased conflict among team members.

Decreased productivity

Decreased morale leads to decreased productivity and a negative impact on the company’s overall success and profitability. It can also drive away employees whose talents have gone unrecognized, and it can discourage innovation.

Increased legal risk

There’s always the danger that employees who feel they have been discriminated against and unfairly treated will resort to filing a lawsuit, which can not only ncure expensive legal fees but also reputational harm.

Solutions

What can you do to reduce the risk of unconscious favoritism?

Identify and train

Many leaders aren’t even aware that they’re playing favorites and the repercussions that ensue. Encourage them to stop and self-reflect on their beliefs, attitudes, and assumptions. Recognizing unconscious favoritism requires introspection and commitment.

Many organizations now bring in external consultants to implement training programs that help individuals identify and understand their own biases. One way we do it is to focus on employee resource groups in which diverse employees come together, support each other, and build cohorts of learning relationships to grow and innovate cross-functionally.

Encourage communication

Foster an open and transparent environment where employees don’t hesitate to speak up if they perceive instances of favoritism. It’s vital to listen and let them know that their concerns are being taken into account.

Consider a safe space for employees to raise issues about potential biases and alternatively ways to anonymously report instances of favoritism. Instruments like 360-degree feedback, where leaders receive anonymous reviews from peers, subordinates, and superiors, can provide insights into perceived biases.

Performance evaluation

Assessing the performance of employees based on criteria that is fair and clearly spelled out will go a long way towards dispelling the perception of favoritism. Performance reviews need to be regular and consistent.

Final Thoughts

Unconscious favoritism is more prevalent than people realize. It is a challenge that all workplaces face, but it’s by no means unsurmountable. Addressing this issue is not just a matter of fairness but also a strategic imperative for companies to thrive in a diverse and dynamic business climate.

By acknowledging its existence and taking deliberate steps to counteract it, organizations can create a more equitable and productive work environment. It’s a continuous journey of learning, understanding, and growth, requiring commitment from every level of an organization, and especially from the top. Ask yourself if you’re inviting new people to participate in projects. Make sure you’re tapping into all the resources around you. Don’t fall into the trap of favoritism.

Written by Jason Richmond.

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