Tag Archives: Favoritism

What are Appropriate Social/Personal Interactions at Work? Three Points

Situation: A new CEO has been promoted from within the ranks of a small-to-medium sized company. He was told by the board that the promotion was based on exemplary performance and the feeling that he was ready for this responsibility. He’s been with the company for many years and has developed close relationships with co-workers. How will the promotion impact those relationships? What are appropriate social and personal interactions at work?

Advice from the CEOs:

  • Consider three cases:
    • Case 1 – Even though two individuals may be friends outside of work, they do not engage as “friends” at work. There is a different role structure at work.
    • Case 2 – Coaching of children as an example: though two individuals have a friendship or close relationship outside of work, for example frequently playing golf or another sport, favoritism should not be shown toward this individual at work. Preserve the veil of trust with the other employees.
    • Case 3 – A CEO often has lunch with employees, but no other social activity outside of work. This individual often expresses a personal interest in others’ families and their families, interests and hobbies. This person takes the time to show that he or she cares about employees.
  • Just as was the case between the new CEO and the prior CEO, there is a natural distance between any employee and those individuals who evaluate or review them. The evaluators or reviewers have a power over the employee that prevents them from approaching each other as true peers.
    • Because of this natural barrier, do not try for force social or personal interactions. The best that one can do is to make sure that the others know that the CEO cares about them, has their interests in mind, and shows an interest in their families, interests and hobbies.
    • It is important to take advantage of opportunities to demonstrate an interest in others.
  • The person who asked the question mentioned the success of the CFO in building relationships with others in the office. If invited, attend these same functions. Observe and learn from the CFO’s interactions with the others. Model the CFO’s interactions but add your own individuality to this modeling. Most of all, listen actively, and patiently allow the interactions to mature. Don’t force things.

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What are Appropriate Social Interactions at Work? Three Thoughts

Situation: A first-time CEO is curious about the experience of others regarding social or personal interactions with employees at work. At previous companies, outside of company picnics or similar events there was little interaction between top staff and employees. Do others observe similar practices? What are appropriate guidelines for social interactions at work?

Advice from the CEOs:

  • Consider the following cases:
    • Case 1 – even though individuals may be friends outside of work, they often do not engage as “friends” at work. There is a different role structure at work.
    • Case 2 – if, based on history, a CEO and employee have had a close relationship outside of work, the CEO should not show favoritism toward this individual at work. It is important to preserve a veil of trust with the other employees; apparent favoritism will disrupt this.
    • Case 3 – a CEO may have lunch with employees, to build relationships and keep tabs on the company atmosphere, but other social activity outside of work should be handled cautiously.
  • There is a natural distance between any employee and those individuals who evaluate or review them or decide on promotions. The individuals have a power over the employee that prevents them from approaching each other as true peers.
    • Because of this natural barrier, it is inappropriate to force social or personal interactions. The best option is to make sure that the employees know that the boss cares about them, has their interests in mind, and shows an interest in them and their families.
    • It is important to take advantage of opportunities to demonstrate to employees that the CEO is interested in them.
  • The situation is different between managers and their teams. Teams function on the basis of relationships and trust. If the CEO is invited, it is appropriate to attend team or department functions. Observe and learn from these interactions with the others. Most of all, listen actively, and patiently allow the interactions to mature. Don’t force things.

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