Most managers dedicate significant amounts of time and energy to ensuring they’re being fair. But it’s inevitable that some outcomes will be perceived as fair by some and unfair by others. Don’t assume your decisions will speak for themselves: Be transparent about how and why you made the call. For example, if you want an equitable promotions process, with certain competencies or styles counting more than others, make your intentions known to the team. If you want an equal sharing of bonuses, to reinforce the importance of every employee, be up front about it. Remember, as the manager, you have the discretion to make those calls. And if someone accuses you of being unfair, don’t beat yourself up. As long as you have thought carefully about what the business needs, and made your decision as objectively as possible, you have done your job. You’ll always have an opportunity to restore balance with the next decision.
Adapted from "How to Earn a Reputation as a Fair Manager," by Liane Davey
