In management theory, there is a long-standing ideal: the leader as a perfectly balanced scale. Objective, unwavering, and strictly impartial.
For years, standard workplace philosophy has held that fairness is simple math. If a leader gives one team member an hour of guidance, everyone should get an hour. If a performance standard is set, that exact standard should apply to the person sitting next to them, regardless of what is happening behind the scenes. Remaining squarely down the middle is often seen as the ultimate shield against favoritism
Then reality quietly breaks the model.
Continue reading “Leading the Landscape, Not Just the Metrics”
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