It is the project manager’s responsibility to try to treat the team members equally even if their contribution in the project is not significant or equal. Sometime managers become moderators to the extent possible normalizers. While all team members are likely not equal, time spent mentoring and giving voice to less equal individuals pays dividends later.
Respect and recognition are two different terms, yes all should be given equal respect but recognize – no you cannot recognize all, as the recognition becomes meaningless. Respect is not about an equality rating and it is earned in a work environment just like valued experience.
Understanding, appreciating and nurturing the diverse roles of team members is different and treating everyone fairly is different. All fingers cannot be same, so the team members. If you are looking at performance as team, then you should look whole team as one. Of course one should always view and treat team members fairly, respect their position and them individually. Teams and work are hierarchical by nature and equality has little to do with it. Even the simple job title shows graded levels of afforded respect based on expected/anticipated contribution.
The question is not primarily about treating folks equally because each person should be treated with respect but should we respect the team member that makes less effort? Is it practically possible – from a human perspective? You are highly likely to always have some, whose contribution you value / respect, more than that of others, and in the end, that probably comes down to who makes more effort, or is more efficient or knowledgeable.
Imagine your team as a toolbox, you feel good when your tools perform their assigned duties, but when they fail to perform they get adjusted or replaced. They all can deliver good performance – but only when they are assigned the correct task. When you drive a nail with a wrench, the results are not good. Actually it is about having the right tools in the box, treating each with dignity, and assigning each to the right task. When one does exceptional work, it is always good to practice the rare art of thanking it for a job well done. It is absolutely impossible to be a fully committed member of more than one team at any time. And you can’t commit to and collaborate effectively with someone you don’t know and can’t see.
As described in the Tuckman ladder, a high performing team is most likely to be self-managed, and is highly collaborative. Every individual member maximizes his/her own contribution according to his/her experience and abilities. All team members are committed to the vision and goals of the project and to each other. We should all understand that we succeed or fail as a team, not as individuals. No one can say on a failed project that they were successful. Whereas everyone should be able to say that on a successful project. We all have strengths and weaknesses. It is important for a project manager to realize that each team member will contribute in his/her own way and each and every one want and should receive recognition and respect for his/her contribution.
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