Fairness In The Workplace Quotes

You can’t have trust without fairness

How power is used in organizations determines whether it unites us with trust or divides us with fear

Fairness isn’t about charity. It’s smart business.

Low employee engagement is a symptom of a suboptimal workplace culture

Bias in the workplace is a form of tribalism – you’re either in or out

Fairness is a leadership superpower. 

As much as I believe in tolerance and fairness, I have never lost a wink of sleep about being unapologetically intolerant of anyone who refuses to show respect for those around them.

The code-of-ethics playlist: o Treat your colleagues, family, and friends with respect, dignity, fairness, and courtesy. o Pride yourself in the diversity of your experience and know that you have a lot to offer. o Commit to creating and supporting a world that is free of discrimination, harassment, and retaliation. o Have balance in your life and help others to do the same. o Invest in yourself, achieve ongoing enhancement of your skills, and continually upgrade your abilities. o Be approachable, listen carefully, and look people directly in the eyes when speaking. o Be involved, know what is expected from you, and let others know what is expected from them. o Recognize and acknowledge achievement. o Celebrate, relive, and communicate your successes on an ongoing basis.

Everyone deserves to be treated fairly. If leaders are the problem, we ask those being served by leaders to let them know or go up the chain of command—without the threat of retaliation.” “Store

Revised regulations will never suppress federal workplace retaliation; nor will it cure the inaction of an EEOC official when justice demands fair, prompt and judicious decision-making.

of the land right away. Nora Ephron, Ellen Goodman, Jane Bryant Quinn, and Susan Brownmiller all started at Newsweek in the early 1960s, but left fairly quickly and developed very successful writing careers elsewhere. “I thought I’d work my way up—to the clip desk, to research, and eventually to writer—once I

Cut the word "nice" from your vocabulary--along with all those other nurturing words we use to describe women ("kind," helpful," "a team player). Not only are women more likely to be described by such language, but research has found that those words cause them to be viewed as less qualified--perceived as pushovers, not somebody capable of running a team. So next time you have the urge to describe your female colleague as "sympathetic," try one of these "male" words instead: independent, confident, intelligent, fair.

these models are constructed not just from data but from the choices we make about which data to pay attention to—and which to leave out. Those choices are not just about logistics, profits, and efficiency. They are fundamentally moral. If we back away from them and treat mathematical models as a neutral and inevitable force, like the weather or the tides, we abdicate our responsibility. And the result, as we’ve seen, is WMDs that treat us like machine parts in the workplace, that blackball employees and feast on inequities. We must come together to police these WMDs, to tame and disarm them. My hope is that they’ll be remembered, like the deadly coal mines of a century ago, as relics of the early days of this new revolution, before we learned how to bring fairness and accountability to the age of data. Math deserves much better than WMDs, and democracy does too.

In this march through a virtual lifetime, we’ve visited school and college, the courts and the workplace, even the voting booth. Along the way, we’ve witnessed the destruction caused by WMDs. Promising efficiency and fairness, they distort higher education, drive up debt, spur mass incarceration, pummel the poor at nearly every juncture, and undermine democracy. It might seem like the logical response is to disarm these weapons, one by one. The problem is that they’re feeding on each other. Poor people are more likely to have bad credit and live in high-crime neighborhoods, surrounded by other poor people. Once the dark universe of WMDs digests that data, it showers them with predatory ads for subprime loans or for-profit schools. It sends more police to arrest them, and when they’re convicted it sentences them to longer terms. This data feeds into other WMDs, which score the same people as high risks or easy targets and proceed to block them from jobs, while jacking up their rates for mortgages, car loans, and every kind of insurance imaginable. This drives their credit rating down further, creating nothing less than a death spiral of modeling. Being poor in a world of WMDs is getting more and more dangerous and expensive.

It’s not over,” she said, “and it’s never going to be over—the realization that people always have to have somebody who’s the other, that justice is so hard to come by, that fairness is so hard to come by. You hope that it will get better, and it does get better. But backsliding is so much easier than forward progress and there always has to be somebody who’s willing to step forward.

You’ve begun to master several techniques for controlling your anxiety. You’re learning the finer points of interaction and studying ways to apply your interactive skills. The next step is to add community resources—relevant agencies, groups, and organizations—to your self-help program. As you consider your particular needs, look to your own community for ways to enhance your social system: Parks and recreation departments, churches and synagogues, singles groups, self-help groups, clubs, volunteer organizations, business associations—there is an infinite array of resources to choose from. Contact your local chamber of commerce, consult newspapers for upcoming activities, and even inquire at area shops about any clubs or groups that share an interest (for example, ask at a garden center about a garden club, at a bookstore about a book club, and so on). Working through the exercises in this book is merely one component of a total self-help program. To progress from background knowledge to practical application, you must venture beyond your home and workplace (and beyond the confines of a therapist’s office, if you are in counseling). For people with social anxiety an outside system of resources is the best place to work on interactive difficulties. Here are three excellent reasons to use community resources: 1. To facilitate self-help. Conquering social anxiety necessitates interaction and involvement within the community, which is your laboratory. Using community resources creates a practical means of refining your skills and so moving forward on your individual map for change. 2. To diminish loneliness. Becoming part of the community provides the opportunity to develop personal and professional contacts that can enhance your life in many ways. 3. To network. Community involvement will not only give you the chance to improve your interactive skills, but will allow you to promote your academic or work life as well as your social life. Building connections on different levels can be the key. Any setting can provide a good opportunity for networking. In fact, I met the writer who helped me with this book in a fairly unlikely place—on the basketball court! A mutual friend introduced us, and when the subject of our professional interests came up, we saw the opportunity to work together on this project. You never know!

The Braintrust's recipe is fairly simple: a group of directors and storytellers watches an early run of the movie together, eats lunch together, and then provides feedback to the director about what they think worked and what did not. But the recipe's key ingredient is candor. And candor, though simple, is never easy.

Journalists in the South predicted rapid and sweeping political and cultural change. Black people would register to vote in huge numbers. Staunch segregationists would be shoved out of office. In cities and counties where Black voters outnumbered white, Black politicians would win office and wield power. Black citizens would get a fair share of government services, including new schools and paved streets. As schools integrated, achievement levels and income levels would rise until Black and white Americans, eventually, achieved parity. Neighborhoods and workplaces would integrate, voluntarily. Police and judges would deliver equal justice. It might take a few generations, but the political and cultural changes would begin, and life would improve for all. “The

It may not seem fair or right. Shouldn’t doing an exceptional job be enough? Unfortunately it’s not. The hard truth is that you must learn to do a great job AND navigate the complex human dynamics. Like dancing a beautiful ballet in a minefield. If you ignore the land mines, or do nothing but complain about them, you’re likely to lose a few toes.

Sustain a positive outlook. Cultivate a can-do spirit, and you will be an inspiration to employees. And, when that's a tall order, fake it until you make it! • Be known as a fair person. Employees want to be treated fairly, and you must take the necessary steps to make sure they feel that is the case. • Keep an eye on morale. Morale at the workplace can be affected positively or negatively by an incident that, although it might seem insignificant to you, might be very important to your employees. A contented group of employees will do more and better work than an unhappy group. • Set an example. If you want your employees to work hard and succeed, then set an example by doing so yourself. Be a spectacular role model! • Take responsibility for your actions. If something goes wrong and it's your fault, step up to the plate and acknowledge whatever it is that went wrong and why. • Maintain your sense of humor. Don't take yourself too seriously, and don't be in such a hurry that you haven't got time to tell or listen to a positive (tasteful) story. Studies suggest laughter and good humor go a long way in helping employees function well in the workplace. • Acknowledge good work through praise. Everyone wants to hear “well done” now and then, so make sure you acknowledge good work. Say it privately and say it within earshot of others, too. • Give credit for ideas. If one of your employees comes up with a great idea, by all means give that person the credit he or she deserves. Don't allow anyone to take an employee's idea and pass it off as his own. (Managers are sometimes accused of stealing an employee's idea; be scrupulous about avoiding even a hint of such a thing.) Beyond the basic guidelines listed above, a good manager must possess other positive qualities: • Understanding: Conventional wisdom dictates that you walk in someone else's shoes before you judge her. Keep that in mind when dealing with people in the workplace. • Good communication skills: Keep your communication skills in good working order. You might want to join speaking organizations to learn how to be a better public speaker. But don't stop there. You communicate when you send a memo, write e-mail, and lead a meeting. There's no such thing as being a “perfect” communicator. An excellent manager will view the pursuit of this art as a work in progress. • Strong listening skills: When was the last time you really listened to someone when he was talking to you? Did you give him your full, undivided attention, or was your mind thinking about five other different things? And when you are listening, do you really know what it is people are trying to tell you? (You might have to ask probing questions in order to get the message.) • Leadership: Employees need good leaders to help guide them, so make sure your leadership skills are enviable and on-duty. • Common sense: You'll need more than your fair share if you expect to be a good manager of people. Some managers toss common sense out the window and then foolishly wonder what happened when things go wrong. • Honesty: Be honest and ethical in all of your business dealings — period! • A desire to encourage: Encouragement is different than praise. Encouragement helps someone who hasn't yet achieved the goal. Employees need your input and encouragement from time to time in order to be successful, so be prepared to fill that role.

All bosses can be more effective when they work with, rather than against, the peer culture. Bosses who are known as fair and consistent will get more support from the peer culture when they do their dirty work. Research on punishment shows that coworkers often believe that offenders are let off too easily by bosses – especially when they have violated the rules consistently, shown little remorse, and a fair process was used to convict and punish the wrongdoer. In the best workplaces, bosses and their charges agree on what is right and wrong, and peers – not the boss – dish out punishment. Research on employee theft shows that ridicule, ostracism, and nasty gossip by peers is 250 percent more effective for deterring stealing than formal punishment by supervisors.

In everyday social relationships, people expect fair treatment and favors to be reciprocated.

Don’t confuse fairness with justice. Justice is about doing what is right. Fairness means everyone gets exactly the same thing.

There is nothing that will empower and encourage your team more than to know you listen to them.

during tough times, “Leaders stretch to the challenge, while followers shrink from the challenge.

The relationship between nurturance and moral self-interest can be seen most clearly in nurturant forms of business practice. It involves the humane treatment of employees, the creation of a safe and humane workplace, social and ecological responsibility, fairness in hiring and promotion, the building of a work community, the development of excellent communication between employees and management and between the company and its customers, opportunities for employee self-development, a positive role in the larger community, scrupulous honesty, a regard for one’s customers and for the public, and excellent customer service. Policies such as these have increased the productivity and success of many businesses. They are models of how Nurturant Parent morality can function to help businesses be successful and to allow owners, investors, and employees to seek their self-interest within this moral system. Moral

Limited government that protects rights and freedoms is another important ingredient. For example, it is government’s job to protect property rights, keep markets as free and fair as possible, and oppose discrimination in the workplace.

A leader who is successful at work but a failure at home is not a successful leader.

No one is going to put rumble strips in your life for you. That is up to you. Your rumble strips may not be the same as mine, and mine may not be the same as yours. But everyone needs rumble strips. It all begins with self-leadership; before we talk about leading a church or a business, we must talk about being a leader worth following.

was Goldman’s ideas that were dangerous: her ideal of a just and beautiful society inspired struggles for social change, and her uncompromising presence in public life exposed the hypocrisies of allegedly democratic governance. She had a unique ability to generate coalitions among liberal and radical groups, and among immigrants and native-born citizens, by articulating their common struggles for freedom of speech (including freedom to organize the workplace), right to a fair trial, availability of birth control, right to travel, and an overall spirit of individual freedom. Looking back at Goldman’s time from within this gaze, the authorities look extreme, if not paranoid and even ridiculous, for their fervent efforts to silence her rather than simply accept her words as a protected form of speech in American society.

An unguarded strength is a double weakness.

One of the biggest differences between leaders and followers is that leaders are learners.

Consider James D. Sinegal, co-founder and CEO of Costco, a warehouse retailer. His salary in 2003 was $350,000, which is just about ten times what is earned by his top hourly employees and roughly double that of a typical Costco store manager. Costco also pays 92.5% of employee health-care costs. Sinegal could take a lot more goodies for himself, but has refused a bonus in profitable years because “we didn’t meet the standards that we had set for ourselves,” and he has sold only a modest percentage of his stock over the years. Even Costco’s compensation committee acknowledges that he is underpaid. Sinegal believes that by taking care of his people and staying close to them, they will provide better customer service, Costco will be more profitable, and everyone (including shareholders like himself) will win. Sinegal takes other steps to reduce the “power distance” between himself and other employees. He visits hundreds of Costco stores a year, constantly mixing with the employees as they work and asking questions about how he can make things better for them and Costco customers. Despite continuing skepticism from analysts about wasting money on labor costs, Costco’s earnings, profits, and stock price continue to rise. Treating employees fairly also helps the bottom line in other ways, as Costco’s “shrinkage rate” (theft by employees and customers) is only two-tenths of 1%; other retail chains suffer ten to fifteen times the amount. Sinegal just sees all this as good business because, when you are a CEO, “everybody is watching you every minute anyway. If they think the message you’re sending is phony, they are going to say, ‘Who does he think he is?

It’s also fairly unrealistic to think any human’s default in the middle of a stressful encounter would be to pause, evaluate the company values that could be used in the situation, figure out what they mean, and then resume action. Employees need to know exactly how to demonstrate the value before the situation occurs that requires it.

The kind of rhetorical slight of hand that had become a staple of the conservative pundits everywhere, whatever the issue. Taking language once used by the disadvantaged to highlight a societal ill and turning it on its ear. The problem's no longer the discrimination against people of color the argument goes it's "reverse racism" with minorities "playing the race card to get an unfair advantage". The problem isn't sexual harassment in the workplace, it's humorless "feminazis" beating men over the head with their political correctness. The problem's not bankers using the market as their personal casino or corporations suppressing wages by busting unions and offshoring jobs, it's the lazy and shiftless along with their liberal Washington allies intent on mooching off the economy's real "makers and doers". Such arguments had nothing to do with facts, they were impervious to analysis, they went deeper into the realm of myth redefining what was fair, reassigning victimhood, conferring on people like those traders in Chicago, that most precious of gifts, the conviction of innocence as well as the righteous indignation that comes with it.

The Australian union movement called an 'illegal' general strike in 1976, when Prime Minister Malcolm Fraser's government was trying to destroy our embryonic universal healthcare system. That strike brought the country to a standstill. Fraser backed down, and what became Medicare remains. The same people who disagree [with strike action] may also want to reflect on this the next time they enjoy a leisurely weekend, or are saved from an accident by workplace safety standards, or knock off work after an eight-hour shift. Union members won all these conditions in campaigns that were deemed 'illegal' industrial actiona at the time. These union members built the living standards we all enjoy. They should be celebrated and thanked for their bravery and sacrifices, not condemned and renounced.

Most of us have come to realize patriarchy - rule by a male-dominated society revering solely a male god - is not working for Mother Earth or most of the people on the planet.  How do we counter beliefs that there is no option but the authoritarian father?  How does society go about making a course correction?  How do ideas that permeate every level of society from womb to tomb, boardroom to bedroom, voting booth to the workplace shift into a more fair, equal, and just world of partnership, sharing, caring and peace?  Hear the contributors to the anthology and radio show, Voices of the Sacred Feminine - women and men - offering their vision and solutions to reshape our world.

Ensuring that colleagues feel that workplace decisions are fair not only keeps their reward systems happy, but leaves people with more mental energy to focus on other things.

How unfair it was that women have to make the choice to be nice or to be powerful. “Don’t let what other people say, good or bad, pressure you into feeling small. The world does that enough to women. I won’t let it happen to my own sister.

Fifth, the companies also had what struck me as unusually intimate workplaces. They were, in effect, functional little societies that strove to address a broad range of their employees’ needs as human beings—creative, emotional, spiritual, and social needs as well as economic ones. Herb Kelleher of Southwest Airlines once observed that his company’s famously vibrant culture was built around the principle of “caring for people in the totality of their lives.” That’s what the companies I was looking at were doing. They were places where employees felt cared for in the totality of their lives, where they were treated in the way that the founders and leaders thought people ought to be treated—with respect, dignity, integrity, fairness, kindness, and generosity.

acknowledging the relative and emotive nature of ‘worth’, a fair wage is nothing but an economic and emotional threshold at which an individual no longer worries about immediate financial security. It is the point at which the focus shifts from the pay, to the work itself

Treat people superbly and compensate them fairly.

Even getting a restraining order—a fairly new legal tool—requires acquiring the credibility to convince the courts that some guy is a menace and then getting the cops to enforce it. Restraining orders often don’t work anyway. Violence is one way to silence people, to deny their voice and their credibility, to assert your right to control over their right to exist. About three women a day are murdered by spouses or ex-spouses in this country. It’s one of the main causes of death for pregnant women in the United States. At the heart of the struggle of feminism to give rape, date rape, marital rape, domestic violence, and workplace sexual harassment legal standing as crimes has been the necessity of making women credible and audible.

The problem is no longer discrimination against people of color, the argument goes; it’s “reverse racism,” with minorities “playing the race card” to get an unfair advantage. The problem isn’t sexual harassment in the workplace; it’s humorless “feminazis” beating men over the head with their political correctness. The problem is not bankers using the market as their personal casino, or corporations suppressing wages by busting unions and offshoring jobs. It’s the lazy and shiftless, along with their liberal Washington allies, intent on mooching off the economy’s real “makers and the doers.” Such arguments had nothing to do with facts. They were impervious to analysis. They went deeper, into the realm of myth, redefining what was fair, reassigning victimhood, conferring on people like those traders in Chicago that most precious of gifts: the conviction of innocence, as well as the righteous indignation that comes with it. — I

Michael Omi and Howard Winant, two key scholars of race in the United States, distinguish the ways that racial rule has moved “from dictatorship to democracy” as a means of masking domination over racialized groups in the United States.11 In the context of the web, we see the absolving of workplace practices such as the low level of employment of African Americans in Silicon Valley and the products that stem from it, such as algorithms that organize information for the public, not as matters of domination that persist in these realms but as democratic and fair projects, many of which mask the racism at play.

In the workplace, you could increase people’s status by publicly recognizing them. The positive reward from positive public recognition can resonate with people for years. In the workplace, increasing a sense of certainty comes from having a better understanding of the big picture. You could reward someone by giving him or her access to more information. Some innovative firms allow all employees access access to full financial data, weekly. People feel much more certain about their world when they have information, which puts their mind more at ease and therefore makes them better able to solve difficult problems. In the workplace, you could increase autonomy by letting people work more flexibly, or work from home, or reducing the amount of reporting required. In the workplace, an example of increasing relatedness would be giving people opportunities to network with their peers more, by allowing them to attend more conferences or networking groups. In the workplace, in order to increase fairness some organizations allow employees to have “community days,” where they give their time to a charity of their choice.

the success of leaders will rise or fall based on the decisions they make about the people around them.