Workplace favoritism occurs when employees receive preferential treatment based on personal relationships rather than merit, creating an uneven playing field that damages morale and productivity. This issue affects 56% of executives who admit to having a preferred candidate for promotions before formal reviews, with 96% of those favored individuals ultimately receiving the position ^[3]. The consequences range from decreased motivation and resentment to higher turnover rates, as employees perceive unfair distribution of opportunities, recognition, and high-profile assignments ^[4][5]. While favoritism itself isn’t always illegal, it can cross into unlawful discrimination if tied to protected characteristics like race or gender ^[4][5].

To address favoritism effectively, employees and leaders must take proactive steps:

• Document instances of unequal treatment, including unfair task assignments or selective praise, to build a case for discussion with HR or management ^[3][5].
• Advocate for yourself by seeking high-visibility projects, volunteering for leadership opportunities, and clearly communicating your career goals ^[5][9].
• Leverage mentorship to gain objective perspectives and strategize responses, while also fostering relationships that can provide support and visibility ^[1][10].
• Address the issue professionally by framing concerns around personal growth and fairness rather than accusations, and know when to escalate or consider leaving if the environment remains toxic ^[3][8].

Leaders play a critical role in mitigating favoritism by establishing transparent policies, promoting merit-based systems, and undergoing training to recognize unconscious biases ^[1][4]. For employees, the focus should shift from resentment to strategic action—improving visibility, building alliances, and maintaining professionalism while assessing whether the workplace culture aligns with long-term career goals.

Strategies for Employees and Leaders to Combat Workplace Favoritism

Recognizing and Documenting Favoritism

Favoritism often manifests subtly, making it essential to identify patterns before taking action. Common signs include consistent assignment of high-profile tasks to the same individuals, unequal recognition for comparable work, and exclusion from key discussions or social events ^[5][10]. For example, if a colleague repeatedly receives praise for group projects while others’ contributions go unacknowledged, this may indicate favoritism rather than merit-based recognition ^[1]. Similarly, double standards—such as flexible deadlines for favored employees but strict enforcement for others—are red flags ^[4].

Before addressing the issue, employees should rationally assess the situation to distinguish between genuine favoritism and occasional oversight:

• Track specific incidents: Record dates, descriptions of unequal treatment, and any witnesses. For instance, note when a less qualified colleague receives a promotion over someone with stronger performance metrics ^[3].
• Compare treatment patterns: Document how often favored employees receive opportunities like training, mentorship, or leadership roles compared to others ^[10].
• Evaluate impact: Assess whether the favoritism affects career progression, workload distribution, or access to resources ^[4].
• Rule out other explanations: Consider whether differences in treatment stem from seniority, specialized skills, or temporary circumstances rather than bias ^[3].

Documentation serves two purposes: it provides evidence if escalation becomes necessary, and it helps employees objectively evaluate whether the issue warrants action. As Christina Holloway advises in her video, "Recognize the difference between favoritism and strong relationships" by looking for consistent, unfair patterns rather than isolated incidents ^[8]. If the documentation reveals a clear trend, the next step is to decide how to respond—whether through self-advocacy, mentorship, or formal reporting.

Proactive Strategies for Employees Facing Favoritism

Employees who feel sidelined due to favoritism can regain control by focusing on visibility, self-promotion, and strategic relationship-building. The key is to shift from passive frustration to active career management, ensuring their contributions are recognized despite an uneven playing field.

• Seek high-visibility opportunities: Volunteer for projects that align with leadership’s priorities or offer cross-departmental exposure. This increases your profile and demonstrates initiative ^[5]. For example, ask to lead a presentation or join a task force where your work will be noticed by higher-ups ^[9].
• Self-promote tactfully: Share achievements with your manager and team without arrogance. Frame updates as progress reports—e.g., "I completed X project ahead of schedule, which contributed to Y outcome" ^[3][9]. This ensures your contributions are documented and acknowledged.
• Build relationships strategically: Develop alliances with influential colleagues, mentors, or sponsors who can advocate for you. A mentor can provide guidance on navigating office politics and may offer visibility in meetings where decisions are made ^[1][10].
• Emulate successful behaviors: Observe what traits or work styles the "favorite" employees exhibit—such as punctuality, communication style, or problem-solving approaches—and adapt them to your own strengths ^[9]. This doesn’t mean mimicking personalities but aligning with the unspoken expectations of leadership.
• Address concerns professionally: If favoritism directly impacts your career, schedule a private conversation with your manager. Frame the discussion around your growth—e.g., "I’d like to take on more leadership opportunities. Could we discuss how I can position myself for X role?"—rather than accusing them of bias ^[8].

For those in favored positions, the article from Horn Wright advises using that advantage to promote fairness—for example, by advocating for colleagues’ ideas in meetings or sharing opportunities that come your way ^[5]. This not only improves team dynamics but also demonstrates leadership potential.

If these strategies fail to improve the situation, employees should consider whether the workplace culture is salvageable. As the Reddit thread highlights, widespread favoritism that goes unaddressed can lead to resentment and high turnover, with many employees ultimately choosing to leave ^[2]. Christina Holloway’s video reinforces this, noting that "knowing when to move on" is a valid response if the environment remains toxic despite your efforts ^[8].

Leadership’s Role in Preventing Favoritism

While employees can take steps to mitigate the impact of favoritism, the onus ultimately falls on leaders to foster a fair workplace. Research shows that only 25% of leaders admit to exhibiting favoritism, despite its prevalence, suggesting a lack of self-awareness or accountability ^[3]. Organizations can combat this by implementing structural and cultural changes:

• Establish clear, transparent policies: Define objective criteria for promotions, raises, and project assignments. For example, use scorecards or rubrics to evaluate performance, ensuring decisions are based on measurable outcomes rather than subjective impressions ^[4].
• Invest in leadership training: Train managers to recognize unconscious biases and favoritism triggers. Workshops on inclusive leadership can help them distribute opportunities equitably and avoid creating "in-groups" ^[1][4].
• Promote a merit-based system: Tie rewards and recognition to quantifiable achievements. Publicly acknowledge contributions from all team members, not just a select few, to reinforce fairness ^[4].
• Encourage open feedback: Create anonymous channels for employees to report concerns about favoritism without fear of retaliation. Regular pulse surveys can also gauge morale and identify hotspots for bias ^[10].
• Investigate complaints thoroughly: When favoritism is reported, conduct impartial reviews. If patterns emerge, take corrective action—such as reassigning projects or adjusting recognition practices—to restore trust ^[4].

Leaders should also model inclusive behavior by:

• Rotating high-profile assignments among team members to give everyone visibility ^[5].
• Actively seeking input from quieter or less-favored employees in meetings to ensure diverse perspectives are heard ^[1].
• Holding themselves accountable by periodically reviewing their own decision-making for signs of bias ^[3].

The article from AIHR emphasizes that favoritism erodes trust in leadership and can lead to legal risks if it intersects with discrimination. By contrast, a merit-based culture improves retention, engagement, and overall performance ^[4]. As the Niagara Institute notes, "Favoritism undermines collaboration and innovation," making it a strategic imperative—not just an ethical one—for leaders to address ^[10].