“Leadership is not about being the best. It’s about making everyone else better.” – Anonymous
In our company, we work on a shift-based schedule. Employees submit their preferred shifts, but due to fairness policies, the system randomly assigns shifts to different people. One of our sales associates, Alex, kept getting the 8:00 AM shift, and this happened far more often than anyone else. This shift, which ends at 5:00 PM, was the most popular at all six of our locations because it gives employees the opportunity to enjoy personal time after work.
The Suspicion That Sparked Change
Our new store leader, Sarah, became suspicious about why Alex always seemed to get the 8:00 AM shift. She started questioning whether Alex was constantly asking other team members to swap shifts or if there was a glitch in the system that was assigning Alex the morning shifts more frequently than anyone else. Sarah had dealt with similar complaints at a previous store about fairness and wanted to avoid any problems here.
At this point, I decided to take a step back before jumping into a conversation with Sarah. I realized that I needed to understand how the team felt about the shift scheduling system first. So, I began asking team members about their preferences and how often those preferences were reflected in their assigned shifts.
Understanding the Root of the Issue
I soon learned that our store is located outside of the city centre, which makes different from the rest of the stores in our market. A lot of our team members rely on long-distance buses or travel from other areas, so early morning shifts weren’t ideal for most of them. Instead, they preferred mid-day shifts, like ones starting at 9:45 AM or 11:00 AM. This explained why Alex was often assigned the 8:00 AM shift.
Bringing the Insight to Sarah
After gathering this feedback, I shared my findings with Sarah. I explained that many team members preferred mid-day shifts due to the store’s location and the long commutes. Sarah took a look at the data and, with help from the scheduling team, realized that the 8:00 AM shift wasn’t as popular as she initially thought.
Through this process, Sarah recognized that her concerns about Alex’s scheduling were based on her own assumptions, not the reality of the situation. I took the opportunity to thank Sarah for being open-minded and for acknowledging her bias. It was an important moment for me because it showed how a thoughtful conversation could shift perspectives.
The Power of Data and Open Communication
What I learned from this experience is that when a manager or leader has concerns or views that I don’t fully agree with, I can help guide them by presenting clear data, feedback from the team, and a more balanced perspective. This approach helps remove biases and allows everyone to understand the situation more transparently.
By opening up a respectful, data-driven conversation, I helped Sarah see the issue from a different angle, ultimately leading to a better understanding and fairer decision-making for the entire team.
Conclusion: Leading Through Empathy
Changing someone’s mind doesn’t have to be confrontational or uncomfortable. With the right approach—listening first, using data to back up your points, and fostering open communication—it’s possible to change perspectives without damaging relationships or creating tension.
This experience reminded me that leadership isn’t just about making decisions. It’s about fostering an environment where transparency and empathy can help guide us to better outcomes for everyone.
SELF-MADE LEADERSHIP 