Due Credit Is Not Equal Credit
We saw earlier that great results are achieved only through teamwork. And the team leader should understand that every single member of the team, irrespective of what role he or she plays, is important. And due credit should be given to each and every member of the team.
But there is another side to this. Due credit does not mean equal credit. A team could have all kinds of people — some hardworking, some just meeting their employment obligations; some dedicated, some not so dedicated. The leader should have the skill to distinguish between these and treat each person accordingly.
Our wise elders say,
सव्यदक्षिणयोर्यस्य विशेषो नास्ति हस्तयोः
कस्तत्र क्षणमप्यार्यो विद्यमानगतिर्वसेत्
A person who has growth in his mind, who is ambitious, will not stay even for a moment at a place where the difference between right hand and left hand is not appreciated. Traditionally, right hand and left hand are used for different purposes — you know that. In a place where this difference is not recognized, an intelligent person will not stay, because he knows that his efforts will not be appreciated. This is something the team leader has to be careful about.
काचे मणिर्मणौ काचो येषां बुद्दिर्विकल्प्यते
न तेषां सन्निधौ भृत्यो नाममात्रोऽपि तिष्ठति
If the boss cannot distinguish between an artificial diamond made of glass and a real diamond, no one is going to stay with him.
परीक्षका यत्र न सन्ति देशे नार्घन्ति रत्नानि समुद्रजानि
आभीरदेशे किल चन्द्रकान्तं त्रिभिर्वराटैर्विपणन्ति गोपाः
You may be qualified, skilful, and experienced. But if the organisation where you are working doesn’t have the mechanism to appreciate all these, you will never grow there. The shloka says — in a place where there are no skilful gem examiners, there will be no value for gems. In a place called Aabheera where cowherds live, who do not know how to value gems, even a chandrakanta gem — a precious chandrakanta gem — will be sold for pittance. It is thribhirvaratai — sold for three cowries.
So, the employee being good is not sufficient. For his growth, he should be in a place where his bosses are good enough to assess his contribution. They should have the skill to do this. Then only he will get growth.
निर्विशेषं यदा स्वामी सं भृत्येषु वर्तते
तत्रोद्यमसमर्थानामुत्साहः परिहीयते
This the team leader or boss should understand. If your treatment is equal for all in your team, where special skills and efforts are not appreciated, then your important people — the key people, who make the most contribution — they will be demoralized, demotivated.
So overall, three points are important:
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The employee should look at whether his bosses are capable enough to value and appreciate his skills and capability.
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The boss should give due credit to each and every member of his team — due credit, not equal credit.
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The boss should have the capability to distinguish between performers and non-performers, and give special credit and special treatment to performers.
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