"The Art of Fairness" - Simple, Fair Decency Should Rule the Workplace

A wise colleague once reminded me that as a manager, you inevitably need to sacrifice ideals in order to survive the bureaucracy. Perhaps that’s why many potential leaders prefer to stay as practitioners and avoid the spotlight of leadership. Those who don’t know their limits run into what Laurence Peter dubs, the “Peter Principle” – you are promoted based on their success in previous jobs until they reach a level at which they are no longer competent. And that’s where these managers stop becoming leaders and turn into paper pushers.  When threatened by insecurity, these individuals get in trouble and fuel toxic cultures. In this environment, organizations try to fix their problems by over-policing processes and doubling down on flawed policies.  

The Art of Fairness: The Power of Decency in a World Turned Mean is a collection of case studies that captivated me.  A page-turner of a book that made me keep coming back throughout a day to read, I took notes throughout as I realized how useful these anecdotes can apply for any individual or organization.  Through a collection of engaging stories of leaders who excelled despite challenging conditions, there were certain traits they all had.

• Listeners - They listen without ego; and listen without fixation

• Givers - Give, but audit; and give, by letting others give

• Defenders - Defend, by not overdefending; and defend, by opening gateways.

David Bodanis believes that you succeed at work without being a manipulative tyrant or a selfless saint. It’s a continuum, and finding the sweet spot is key. I’ve worked in a number of library publishing, and non-profit companies, and I have seen those who thrive through using Machievellian tactics yet also those who succeed just fine through honesty and integrity.

The book delves into an interesting case study between Josef Goebbels and Franklin D. Roosevelt.  Both dealt with their physical disabilities and tragedies very differently, leading to very different paths of leadership and their respective countries during the War.  Both faced crossroads when they hit low points in their lives, and both channeled their lifelong insecurity into willpower that propelled them into positions of power when an opportunity came calling.   While one chose the path of destruction and failed to listen to everyone who he deemed as inferior, the other chose the road of construction, listening, giving, and defending by being more inclusive and providing equitable conditions to the poor that exceeded his predecessors.   When managers rise into positions of power, they inevitably counter their crossroads.   How they view their positions in the hierarchy determines the legacy they leave their organizations.  

Managers during Covid have encountered difficulties in navigating authority during Covid times.  Those who lead by listening with empathy; giving the flexibility for hybrid work, and defending their staff's preferences while still balancing the needs of the organization.   No one is born better or worse than others, but I truly how one treats others will be rewarded multifold.  “Simple, fair decency” always prevails, Bodanis suggests.