As a tech exec, it is crucial to minimize blind spots in relation to your employees. Maintaining awareness of their performance and motivations can be challenging, especially when they are highly competent and motivated to please you. Avoiding blind spots requires careful attention and consideration.
What I’m talking about is that you rely on a person (or people) who really do a great job and get the work down for you. In your presence they are the most respectful and smartest person you’d ever meet. However, with peers this person is a complete jerk. He talks down to the people he works with, nobody wants to be on a team with him; however, no one will tell you about it because they see how much you like this person. You have promoted this high performer because you are pleased with the work, and this has sent the wrong message to the staff. More of your team start to act like this person thinking it’ll be the way to get ahead. But the person you have as your right-hand is really a cancer. They have totally tanked the moral of the team.
Be fair to your team members.
The key lesson is to cultivate an open mind and treat all members of your team with fairness. Strive for equality in assigning tasks, allowing opportunities for growth and development among everyone. While there will inevitably be standout individuals, take the time to know each team member and avoid overt favoritism. An ideal approach is to leverage the expertise of your top performers by appointing them as mentors, fostering a holistic and contented team dynamic. By embracing this mentoring mentality, you can create a more comprehensive and fulfilled team overall.
As a leader, it is important to maintain a certain level of professional distance from individuals within your team. Developing personal connections is valuable, but it is crucial to avoid the perception of favoritism, as it can disrupt team dynamics.