The Tribune

By Ian Ferguson

Some people allege that life is not fair. Others argue that favour is also unfair. Some people get all the perks, the blessings, the recognition. They get all the toys on the playground, and decide when - and if - you will get a chance to play at all.

In the corporate environment, things often operate in similar fashion. Favouritism, cronyism and nepotism are alive and well in many public and private entities where persons are valued, treasured and advanced not for their diligence, brilliance or potential, but rather their associations, connections and relationships. Our conversation today re-introduces these terms to many, and explores the dangers of allowing these conditions to harbour and fester in corporate Bahamas.

Favouritism has always been a complaint in the Bahamian workforce. When you hear the term ‘curry favor’ you know people are referencing preferential treatment given to one, or a group, of individuals who are favoured over another. In fact, if you speak to the common employee regarding promotion exercises, the delegation of duties and the issuing of pay increases and awarding of increments, it is generally felt that connections, partisanship, and other factors played a role.

Cronyism is a more specific form of favouritism, and refers to partiality towards friends and associates. Bahamians often use the expression: “It’s not what you know, but rather, who you know.’ The ‘who you know’ syndrome gets you in the door and, in many cases, keeps you there. Cronyism occurs within a network of insiders - the “good ole boys,” who confer favours on one another.

Nepotism is an even narrower form of favouritism. Derived from the Italian word for nephew, it covers favouritism to members of the family. In a highly politically-charged environment, the relatives of the powers that be are always seemingly well taken care of, with little thought to their levels of competence or true value to the company.

What is disheartening about these discussions is the fact that many support favouritism, cronyism and nepotism, either covertly or overtly. The system of hiring, promoting and defending employees based on nothing to do with merit or worth is not only prevalent, but rampant. There are any number of conclusions that can be drawn on the damaging effects of this behaviour in the workplace, but the two most problematic challenges are:

1. You sacrifice ability for familiarity. Who gets the job, who keeps the job and who is promoted on the job has to be defined by performance metrics. This ‘feel good’, ‘suck up to the boss’ and asking ‘cousin big shot to look out for me’ mindset is killing the spirit of productivity and efficiency that desperately needs to thrive.
2. You create a disgruntled team of persons whose morale is shot every time they are overlooked and slighted by the less capable, less talented, less knowledgeable, poor attitude employee who just happens to be connected.

If efficiency is the order of the day, we must all guard our workplaces against these monsters that seek to destroy the goodwill and great service we strive to deliver.

• NB: Ian R. Ferguson is a talent management and organisational development consultant, having completed graduate studies with regional and international universities. He has served organsations, both locally and globally, providing relevant solutions to their business growth and development issues. He may be contacted at tcconsultants@coralwave.com.