As kids, whenever we showcase our talents, such as reciting a rhyme, drawing, or dancing, to our family, we’d get appreciated for it. Similarly, if we did well in school or were adept at answering questions in class, our teachers would acknowledge and hold us in high regard. Childhood seemed effortless.
However, things change when we reach adulthood and enter the workforce. Since, as kids, we’ve been trained to give our best and wait for the results to come to us, we tend to operate with the same logic, even as adults. And this attitude will not help us much.
What has changed?
In an organization, a manager is expected to deliver results while recognizing exceptional individuals for a promotion or further opportunities. Most managers are still figuring out a way to balance these two. And they end up spending time managing expectations with the leadership, thereby lacking what it takes to empower their team.
Only a very few managers have the curiosity to closely observe their team and recognize people who need to be coached and the ones who need to be offered the next exciting opportunity. As we all know, leading a team is not straightforward; it takes years of experience and learning from one’s mistakes to get it right.
Because of a lack of focus, most managers do not know if a team member is prepared to handle additional responsibilities or would be interested in volunteering for a new initiative. Instead, they choose a person on top of their mind.
This could be because of any of the following biases, and it might not be conscious in some cases.
Recency bias: Managers might have a tendency to remember and consider individuals based on recent interactions or events.
Availability bias: If a particular team member is more visible or frequently interacts with the manager, they might be chosen even if others are better suited for the task.
Confirmation bias: If a manager already believes that a certain team member is capable, they might overlook evidence to the contrary or disregard the skills and interests of other team members.
In-group bias: Managers might prefer team members who are part of their “in-group” individuals who share similar backgrounds, interests, or opinions.
Implicit bias: Managers may have implicit biases, which are unconscious attitudes or stereotypes that influence their decision-making
Amidst this situation, imagine an employee giving their best at work and being denied an opportunity. They have all the reasons to feel betrayed by their manager or the leadership. However, if they don’t rightfully ask for what they want, they will simply brood over a lack of recognition. And that’s not going to help anyone.
The only way to thrive in the workplace is to be shameless and straightforwardly ask what we want. It doesn’t matter if we’ve done the best work that even our peers think so. Being confident in our abilities and convincing others that we are ready for the next promotion or opportunity is a valuable skill. Only this will get us to where we want.
In a recent interview, actress Priyanka Chopra boldly admitted that she never waited for good opportunities to knock on her door; instead, she begged for the opportunities she desired. She did that without any reservation. And this attitude helped her land where she is today, and so many people look up to her as a role model.
So the next time you experience unfairness at the workplace, instead of directing your pent-up anger towards complaining and being unproductive, have an open chat with your manager or leadership. Clear the air and decide if your job is worth giving another shot or if it’s best to move on.
As Dale Carnegie rightly put it:
Inaction breeds doubt and fear. Action breeds confidence and courage. If you want to conquer fear, do not sit home and think about it. Go out and get busy.
Akkshaya Varkhedi 