When I first became a manager, I thought being fair meant giving everyone equal time. Every direct report got my attention, my energy, and my belief. I showed up for every conversation as if they all had the same shot at becoming my strongest performers. And honestly, I felt good about it. I thought this is what good leadership looks like. 

But with time, I realized something uncomfortable. My team wasn’t moving at the same pace. Some people were consistently driving results, solving problems, and moving the organization forward. Others were still finding their rhythm. And that gap was only becoming clearer as the months went by. 

The tricky part was my instinct told me to keep giving equal attention, because it felt “fair.” But reality told me something else: my time isn’t infinite. My time is one of the most valuable resources I bring as a leader. And if I kept spreading it evenly, I wasn’t actually serving the team or the organization. 

That was a hard shift for me. Because let’s be honest—no one wants to feel like they’re neglecting someone. I worried I was being unfair. That by focusing more on my A players, I was somehow letting others down. 

But then I reframed it. My responsibility isn’t just to individuals—it’s to the outcomes I’m entrusted to deliver. It’s to the collective growth of the organization. And that means my calendar can’t just be a democracy. It has to be a reflection of priorities. 

So, I began to lead differently. 

• My A players get more of me. They multiply my energy. Investing in them is like pouring water into soil that’s already fertile—they grow fast, and they help grow others. 
• My B players still get my support. But the support looks different—it’s about giving them proportionate time and enough space to stretch and figure things out. Growth isn’t always about having me hover over their shoulders. 
• The team as a whole gets more clarity. Because when I know where my time is best spent, I’m calmer, sharper, and more intentional. 

And surprisingly, that clarity has created more fairness, not less. Because everyone knows where they stand. They know I’m not operating from guilt or blind equality. I’m operating from what will create the most impact—for them, for me, and for the organization. 

I think this is one of those invisible shifts in leadership. On the surface, it doesn’t look dramatic. But internally, it’s huge. It’s the difference between reacting to your calendar and owning it. Between trying to be everything to everyone and realizing your energy is best spent where it creates momentum. 

For me, this was also about identity. Early in my career, I saw myself as the “fair manager” who gave everyone equal attention. Today, I see myself as the “impact-driven leader” who spends time where it moves things forward. That identity shift changed how I show up for my team—and honestly, for myself. 

Because leadership isn’t about being everything to everyone. It’s about being clear about what you’re here to do and then making choices that reflect that. 

And if I had to sum it up in my own philosophy? No-bullshit leadership. The kind that’s calm, intentional, and focused—not on inspiration for the sake of it, but on action that creates real change.