The “E” factor

I have often found that people trivialize a person’s success by attributing it to luck; luxury of having the right backing; being in the right place at the right time… the list goes on. Most of the times this Envy or “E” factor as I would like to call it is usually directed toward a known person—a relative, a friend or a colleague. There are plenty of instances of the disastrous impact that this emotion has had in human history. To cite a few examples: brothers have brutally murdered each other, big and powerful empires have been destroyed overnight, large organizations have vanished into thin air and governments have been brought down.

While all of us realize that Envy is wrong, the reality is that all of us are envious at varying levels and there is nothing we can do to stop this emotion. That being said, all of us also have an opportunity to take advantage of it and channelize it in a positive way. This is best exemplified in any competitive sports by individuals/teams that aspire to beat the best in their league to be the number one in their field. The way they go about by building on their strengths and improving on their weaknesses is a pure inspiration to read. Once they have reached the top, very few go on to reach legendary status by staying on the top for long periods of time until someone else comes along and beats them to the spot. The examples of such legends and legend dethroners are very valuable case studies at our work places.

The “E” factor is most pronounced in any workplace after promotion & raise period. Everyone feels they are good, everyone feels they have done their best of what was expected and everyone feels they need to be promoted and given the highest raise. The reality is that most of them end up being not good enough, are found wanting to better their best, end up not getting promoted and get a standard raise. This immediately gives way to a feeling of envy and indifference towards the “Haves” by the “Have nots”. Now this is a very critical and defining moment for those who have lost out. At the same time it is also an opportunity for their manager/supervisor to inspire and build a sense of loyalty in them. They need to understand that the person is disillusioned, low on self-esteem and a little pissed off, so do not bullshit and be honest. Pleading helplessness by saying they did the best they could but someone else decided otherwise will not help, clearly there was a reason why your candidate did not make the cut, be transparent with it. Let them know what they can do better and how you can help them in doing better. This will ensure they get more clarity and a sense of direction rather than becoming pissed off and losing trust on the manager/supervisor.

For those who didn’t make it, it is a good time to reflect on what went right and what went wrong. Promotion in any organization has a good ounce of objectivity and dollops of subjectivity although the intent is always to be other way around. A broad classification of reasons for promotion can be: seniority/loyalty, good performance and good communication along with good visibility and willingness & ability to take up new/complex challenges and execute them successfully. Now there are some whose performance are standard but are smart enough to get the right visibility through other areas, well this requires talent and it is not easy to compete with them unless you have it in you. Besides such people tend to stagnate at middle level management where the competition intensity is very high. So a good understanding of which category one is likely to fall under and looking at the positives of what went right for people in your category and what didn’t go right for you is a good start to increase your chances in the next promotion cycle.

The next time you find yourself looking at someone who is successful and asking the question “What’s he got that I ain’t got”, you are better off starting with their positives and your lack of them.

One comment on “The “E” factor

  1. HP chennai

    Since you mentioned about the instance of appraisals and how the person who has not received a favourable outcome should view it and take the positives from it, is there an implicit assumption not being made that his boss is not envious of him and thus denied him his due recognition.
    If people are true to themselves envy does not stand a chance to raise its head.

    Reply

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