Fairness is The Backbone of Leadership

Why is fairness so important in our lives, our businesses, and our leadership practices?

We spend our lives comparing ourselves to others: our physical appearance, our car, our house, our career and the salary that comes with it, and the opportunities we’ve had.

When we see a more enviable situation on the other side of the fence, we have two possible reactions: either we recognize the work and sacrifices of that person and feel happy for them, or we feel jealousy. Jealousy often focused on the result, without considering the process that led there.

But if you learned that these material possessions or this advantageous situation were the result of undeclared income or illegal activities, how would you feel?

Most likely, you would see the situation as unfair and lose your respect for that individual.

You might even be tempted to report the person (easier for fraud than for certain other types of crimes 😊). You might question the righteousness of your approach and what it would bring you.

The only certain conclusion is that you would feel uneasy about the situation. Why?

Because most of us struggle—if not find it impossible—to accept injustice.

“Disciplining yourself to do what you know is right and important, although difficult, is the high road to pride, self-esteem, and personal satisfaction.” ~ Margaret Thatcher

Fair and Just Leadership

The same phenomenon occurs within the micro-societies that are companies. As mentioned in previous chapters, one of employees’ favorite pastimes is to observe the behavior of the leader or manager in place, trying to determine whether they are trustworthy. To maintain your integrity and the trust of your employees, it is essential to embody fair and just leadership.

This requirement is even more important today, with the rise of equality movements calling on organizations to guarantee equal pay—at equal competency—between men and women. These movements also demand that everyone have access to different positions, provided the candidate meets the required prerequisites.

For a leader, adopting a fair approach offers many advantages, as it:

• Strengthens trust in the leadership team
  When decisions are made fairly and justly, employees know that the organization does not use favoritism to advantage one person over another.

• Fosters engagement
  Team members will be more motivated to give 100% when they know—and have witnessed—that significant efforts are recognized.

• Reduces tension and conflict
  Injustice is often accompanied by frustration and misunderstanding, which can lead to major demotivation. Fairness acts as a safeguard against internal division.

• Protects the leader’s credibility
  A leader perceived as fair retains moral authority. They inspire respect even when they make mistakes or have to take difficult decisions.

• Encourages a culture of accountability
  When a leader applies the same rules and standards for everyone, they ensure that everyone understands they are responsible for their results and behavior, without favoritism.

All these elements strengthen employees’ sense of value, making them more loyal and committed to the team and organization. These factors help increase employee retention and team productivity.

As the last paragraph illustrates, being a fair leader enables organizations to achieve an essential goal: boosting productivity while retaining employees.

Workplace Examples

Fairness respected

Those who know me know that what matters most to me is the quality of work accomplished combined with appropriate behavior.

Whether a person is a man, a woman, identifies as another gender, is young or old, born in Quebec or an immigrant, the important thing for me has always been to reward those who help me achieve organizational goals and create the best possible atmosphere within the team.

However, I am not a strong supporter of choosing someone simply because they are part of a visible minority and eliminating better talent just to satisfy statistics. I believe that biasing the process to favor the inclusion of someone from these groups is an injustice to those who deserve it more. We do not correct an error from the past (and there have been many in this regard) by making an error in the present.

Let’s be clear: I see globalization as a true gift and the chance to work with people from all over the world as an opportunity to gain multiple perspectives to help us progress better in our workplaces.

However, as I mentioned earlier, competence and behavior are paramount for me. Even if someone is the most skilled member of my team (like my senior mechanic on my night shift), behavioral expectations are non-negotiable and managed in the same way for everyone.

This approach even preceded me when I moved to the warehouse, where a new employee was stressed because I was “by the book,” as he put it. I told him that if he met my expectations, everything would be fine.

He was a challenging employee at times, but I believe I always treated him with fairness and respect.

Fairness biased

I had an employee in the warehouse who gave me impeccable service, even coming to the plant in the middle of the night to get us out of trouble. All I had to do to get him to show up was ask. His response:

“No stress, Carl, I’ll take care of it.”

I even told him he could take the following day off at home to rest after this service.

We had a great relationship, despite upper management warning me not to trust him.

I decided that the actions he took as a member of my team, under my direction, would be the elements I used to judge his value.

One day, we wanted to switch his pay to a weekly salary because he was the only member of my management group who was paid hourly.

He shared his office with another person and, although they had different positions, their contributions and years of service were similar. Also, they knew each other’s salaries.

My manager and I decided to give him the same salary as the other employee. Upper management decided to give him $4,000 less. I disagreed, but it was not my decision.

I had to tell him, and I immediately saw the frustration and disappointment on his face. He didn’t say a word, but he didn’t have to. All that for $4,000 a year… crumbs compared to the employee’s value.

The impact: a subtle loss of engagement, a drop in motivation from someone who was a key player in the department’s daily operations—a flame that slowly but steadily went out. Truly unfortunate.

Fairness is what transforms a simple manager into a true leader.

It is the invisible thread that connects a leader to their team, the thing that makes people choose to follow you, even when the road gets tough.

Being fair is not just about applying rules: it’s about seeing each person with their strengths, challenges, and hopes, and deciding to give them the same respect and opportunities as everyone else. It’s about telling the truth, even when it’s uncomfortable. It’s about staying true, even when no one is watching.

Fairness leaves a silent but deep mark. Years later, your employees may not remember every decision you made… but they will always remember how they felt under your leadership.

And maybe, deep down, the true success of a leader is measured by this: leaving behind teams that feel respected, heard, and proud to have worked by your side.

Discover How to Delegate Better in 5 Steps

Would you like to learn how to delegate better to free your mind and reduce your stress?
My practical guide, Master the Art of Delegation in 5 Key Steps, is designed to give you simple and effective tools to:

• Help your team members grow and take on new responsibilities

• Identify who in your team can support you

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• Improve workplace atmosphere and collaboration

If you’re ready to transform your leadership style and build a more engaged and high-performing team, I’m here to support you.
Together, we’ll work on practical solutions to overcome your current challenges and achieve your future goals.

Contact me today to learn more.

Carl-Michael Tessier, M.Sc., MBA
Coach in high-performance team development and tailored leadership support