3. Tenure, credentials and experience substitute for results. If the next person in line for a job or a raise is anyone other than the person best capable of doing the job, you have created entitlement and welfare in your business. You don’t “owe” anyone a shot at the promotion just because they’ve hung around longer than anyone else. You’re running a business, not the royal family.
4. You measure loyal performers by the number of years they’ve worked in your organization. In a meritocracy, loyalty is not measured merely by the fact that someone shows up at the same place, at the same time, for a certain number of years. This may be good attendance, but it’s not how you should measure loyalty. In fact, measuring loyalty in this manner creates a sense of entitlement in an employee. They think they have something coming just because they’ve racked up a certain number of years with your organization. In a nutshell, loyalty is performance. In fact, the most disloyal thing a person can do to an organization is to stop performing. It’s great that someone has stuck with your company for a long time, but my guess is they weren’t volunteering or kidnapped and pressed into service. They were paid to show up and presented opportunities to grow and advance. It was a win/win. If someone has been with you a long time and still performs well then you really have a winner. But if your prime measurement of being loyal is tenure, you would have to label the one year employee who is your top performer as disloyal. This would be ridiculous and so is measuring loyalty by the calendar. Measure it by results.
If any of these four characteristics ring true, you have work to do. In society, it may be acceptable to treat everyone equally, honor tenure and to be everything to everyone, but in business, it’s a death wish.