Owners, managers, and employees all have people they like to work with over other coworkers. Maybe it’s the synergy you have together or just skill sets that compliment, but we all have those favorites. What happens, though, when one of these people makes a mistake? Do you treat them the same as you would anyone else in the business?
I’d be lying if I said that as manager, in prior restaurant life or in my current role, I haven’t fallen victim to playing favorites. In doing so, I’ve sent a message about hierarchy and fueled a culture of being in the “in” crowd or on an island.
Managing is one of the most difficult and draining parts of running a business. No two people are the same. Throw in emotions, and it can be some of the most taxing parts of your day. Harder still? When some act as if the rules don’t apply to them.
But with the difficulty of being a leader comes payoffs that are that much more rewarding. Seeing a team develop, work together, and trust one another is a reward in and of itself.
It’s not easy, but you can (and should) level the fairness playing field. How can you encourage better accountability through the treatment of both your employees and peers?

1. Equal means equal. Whether family member, friend, newest hire, or 30-year tech, give every person the same respect of the same standards. When a standard isn’t being met (regardless of who isn’t meeting it), it’s a coaching opportunity. Even old dogs can learn new tricks.
2. On fire? Find a cooler haven. In the heat of the moment, knee-jerk reactions happen and so do bad decisions. Separate yourself from the situation, whether by walking away and coming back or sending an employee home for the day and have the conversation the following day under more level heads.
3. Keep leniency away from leadership. As the saying goes, “Fish stink from the head.” Your business’s standards are that: standard for everyone under the same roof. When a fellow manager is falling short of expectations, address your peer in the same way you would a member of your own team. It’s ok to empathize with the mistake, but not to give it a pass simply because of their role.

Running a business like a well-oiled ’67 Shelby GT 500 is more than just knowing how to grow sales, manage expenses, or be a people person. As a manager, supervisor, or owner, you set your standards – or your people will make decisions for you based on past precedence. Do you want to attract and retain some of the most loyal and hardworking people? Set the pace and keep it even.

All’s fair in love and war, but when managing and running a business, equability and fairness lead to peaceful solutions to workplace challenges. Why should you hold yourself – and those around, under, and with you – accountable to same standards? Everybody wins. Join the conversation below or write to Nick directly.