Can I Have a Slice? Creating Systems of Opportunity and Belonging

“Can I have a slice?” is a simple question that illustrates the complexity of resource allocation. In organizations, the response to this question can significantly reflect on and impact the organizational culture, affecting the success of both individuals and the organization. If an individual asks for a slice, is the response one of support? “Please join us! Have a piece!” “We are a bit short, but if we make each slice a bit smaller, everyone can have some until we can order more”. Or is the response more akin to, “Can you believe that they asked for a slice?” or “They do not deserve a slice, and we will prove it”? Does it seem that the same people are always being given an extra-large slice? Obviously, I am not talking about pizza, but the way leaders allocate resources and how organizational systems are designed impacts an individual’s ability to be productive and feel a sense of belonging. A slice can be many things: resources, pay, an office, support personnel, or leadership opportunities.

Getting your own slice goes beyond just the resources and opportunity needed to succeed; importantly it signals to individuals that they are supported, and that leadership feels they have potential. Research has shown that women in general face a greater penalty for asking for resources than their male counterparts. In Adam Grant’s book, “Hidden Potential”, he writes, “When others believe in our potential, they give us a ladder. They elevate our aspirations and enable us to reach higher peaks.” So, what happens if a slice is only given to those in the leader’s inner circle or if the actions of those getting a slice do not align with stated institutional values?

The Golem effect states that when others underestimate us, it limits our effort and growth. This is especially true when it comes from knowledgeable individuals. We must ask the question, “Who is more capable?” Those who have achieved but have always been given resources and positions without having to ask for a slice, or those who were never given a slice despite asking and who have performed well with fewer resources? From awards and promotions to job offers, how do we value the greater effort required by some to achieve because of not getting a slice during their career? While resilience has been said to be a form of growth, we should be asking what we can do within our organization and societies so that everyone gets a slice and then see what individuals can achieve with that support.

Shouldn’t a key indicator of success be not how much adversity one has had, but how one reacts to it? Resist the temptation to judge a lack of position as someone who does not have potential or skills but, rather, unrecognized potential in a worthy individual who was denied their slice. Lack of accomplishment may not represent a lack of ability but a lack of resources, causing us to undervalue highly talented people. Organizations need to work to assure that every employee gets their slice, to unlock buried potential.   

—Robin