When workplace favoritism surfaces, it can create a frustrating challenge for managers tasked with maintaining team cohesion and accountability.
The difficulty intensifies when non-compliant employees — those who repeatedly disregard rules or expectations — receive undue support or favoritism from higher-ups, such as the doctors they work with daily. This dynamic not only undermines the manager’s authority but can also erode team morale and productivity.
Staff reasonably expect all employees to be treated the same: to have the same performance standards, workload distribution and appreciation. Too often, the manager is caught in the middle between what their team needs from them and the undue protection or intervention of an owner-MD. A common scenario we observe in client practices is a department manager who is frustrated with an employee who doesn’t consistently follow policy and procedures, but who is favored and protected by one or more of the doctors they work with.
For practice leadership, it’s important to address the situation in a way that supports both the manager and the team while working to identify and resolve issues that arise when doctors unduly intervene on behalf of their favorite staff. At the same time, it’s important to understand the doctor’s perspective and to find a healthier way for them to advocate on behalf of their entire staff, not just a single worker.
Here are practical strategies to help managers navigate this tricky terrain, maintain professionalism, and foster a fair and functional work environment.
Uncover the Root Cause
Before taking action, identify why an employee may not be following directions. False assumptions lead to errors and misunderstandings. Potential root causes include:
Lack of clarity: Directions may not be communicated clearly or fully understood.
Overwhelming workload: The employee may be overloaded, which can lead to missed steps, or feel like they need to skip steps to meet volume expectations.
Knowledge gaps: Staff might lack the training or confidence to execute instructions properly.
Resistance: They have been (or believe they have been) instructed by another leader or doctor that the rules don’t apply to them.
Conduct discussions with manager(s) and the employee to gain insights into the problem. Separate meetings with a doctor who may not be aware of the impact and consequences of showing favoritism may also be needed.
Support the Manager
Help the manager address their frustration constructively and maintain a positive leadership approach:
Active listening: Let the manager share their concerns, and validate their feelings. These are often sensitive issues, and the built-up frustrations need to be
released before practical resolutions can be found. Sometimes these problems go unaddressed due to fear on the manager’s part.
Coaching: Offer guidance on effective leadership strategies, including managing expectations and providing constructive feedback to all involved.
Stress management resources: Help them with stress-reduction methods (time management and prioritization skills, not skipping lunch, etc.), as frustration often stems from pressure.
Evaluate Communication
Ensure that instructions from the manager to the employee are clear, reasonable and actionable. Newer mid-level managers may not have the experience or confidence to be crystal clear with communication, especially if it is the opposite of what another leader has intimated or directly conveyed to the employee. To avoid these potential problems:
Clarify expectations: Use specific and direct language when giving instructions.
Check for understanding: Ask the employee to paraphrase directions to confirm they’ve understood correctly.
Document instructions: Provide written guidelines, checklists or task assignments to reduce miscommunication.
Use multiple channels: Communicate through meetings, emails and project management tools to ensure everyone is aligned.
Provide Staff Training
Equip employees with the skills and knowledge to effectively execute tasks:
Role-specific training: Address gaps in knowledge or skills that may be hindering task execution.
Time management assistance: Help employees to prioritize their tasks for increased efficiency.
Soft skills development: Teach active listening, attention to detail and accountability.
Establish Feedback Loops
Encourage open communication between the manager, the staff and the doctors to identify and address issues early. The practice’s leadership chain-of-command must be clear to all. This clarity supports all levels and reduces miscommunication. We recommend that you implement the following:
Regular check-ins: Schedule one-on-one or team meetings to discuss progress and challenges in each department.
Encourage feedback: Allow staff to voice concerns about unclear instructions, unrealistic expectations or unbalanced workloads. Be sure to follow up on all feedback received. Lack of follow-up squashes future expression of ideas and concerns. Even if the decision is not what the employee wants to hear, follow-up is essential.
Collaborative problem-solving: Involve both (or all) parties in developing solutions to improve adherence.
Address Resistance
If resistance or disengagement is contributing to the problem, address it directly. Involve all necessary levels of leadership to support the effort and expectation for a fair distribution of work and perks at the practice. Addressing favoritism issues with empathy and a structured approach helps a physician to recognize the impact of their behavior, make meaningful changes and contribute to a respectful and harmonious workplace environment.
Motivate and engage: Recognize and reward all staff for following through on tasks. While this positive reinforcement might not equal the feeling of being a doctor’s favorite, recognition of each team member’s contributions will promote a happier and more cohesive office culture.
Promote accountability: Emphasize the importance of each team member’s role in achieving practice goals, with the ultimate goal of providing excellent patient care.
Build relationships: Encourage the manager to develop trust and rapport with staff to foster cooperation.
Align Goals and Expectations
Ensure both the manager and employees understand and are committed to shared goals. Accomplish this through “team alignment meetings,” where practice objectives and the ways in which individual contributions support them are addressed.
Address Persistent Noncompliance
If an employee or doctor continues to disregard directions despite interventions, apply corrective action. If the practice allows this behavior to linger, the impact on all employees can be damaging. Results such as a higher-than-usual turnover rate and low employee or doctor morale come at a high cost. Busy practice leaders can easily underestimate the cost of favoritism.
By addressing manager frustrations constructively, supporting clear communication and fostering a work culture of accountability and teamwork, you can help managers and employees to work more cohesively, ultimately enhancing the efficiency and morale of the practice. OM
