The meritology of fairness

In many institutions, fairness is often discussed but rarely systematised. It is treated as a moral aspiration rather than a leadership discipline.

Yet the true test of leadership lies not in what we say about fairness, but in how we operationalise it, especially when power, influence, and personal loyalties come into play.

I have been part of several leadership transition processes, either as a coach or as a culture change consultant. In many cases, I have seen new leaders arrive with the intention to change everything: systems, structures, and most notably, people. In doing so, they often discard institutional memory and existing capacity in favour of personal preferences that are rarely grounded in merit.

“But when even a small space is created for merit, something begins to shift. New voices emerge. Standards rise. Competition becomes healthier. And gradually, culture starts to evolve.”

But there are rare exceptions.

One such example is Antonio, a director-general of a government parastatal. Shortly after assuming office, she convened a meeting with her executive team to review procurement processes and vendor selection. As expected, the room reflected familiar dynamics, recommendations, relationships, and subtle pressures to accommodate “our people”.

Antonio listened carefully. Then she made a statement that quietly, but powerfully, redefined the tone of her leadership.

“I understand the realities,” she said. “We will bring our people, that is human nature. But at least five percent of our contracts must go to those who earned it purely on merit – people who applied without knowing anyone, without sponsorship, without access.”

There was silence. Five percent. Not a sweeping reform. Not an unrealistic ideal. Just a deliberate opening, a small but significant crack in the wall of exclusion that often defines our institutional systems.

What Antonio introduced was not just fairness; it was what I call the meritology of fairness, a leadership approach that intentionally creates space for merit within systems otherwise driven by influence.

In many organisations, leadership transitions trigger a complete reset. New leaders replace existing teams with loyalists. Competence is subordinated to familiarity. Institutional memory is discarded. Systems are rebuilt-not for continuity, but for control.

This approach may provide short-term comfort, but it weakens long-term capacity.

Uplifting leadership demands something different. It calls for leaders to work with people, not simply replace them. It recognises that institutions are not empty spaces waiting to be filled but living ecosystems of experience, talent, and potential. The role of a leader is not to start from scratch each time but to refine, align, and elevate what already exists while creating room for new energy where necessary.

Antonio’s five per cent principle reflects this mindset. It acknowledges reality without surrendering to it. It creates opportunity without destabilising the system. More importantly, it sends a powerful signal: merit still has a place here.

This is the essence of Infinite Stake Leadership. Leaders who operate with an infinite mindset do not see relationships as beginning and ending with their tenure. They understand that leadership is part of a longer continuum. People join the journey at different points, but everyone deserves the opportunity to contribute, grow, and be recognised based on value, not just proximity.

When merit is consistently ignored, institutions become predictable in the worst possible way. Talent withdraws. Innovation declines. Trust erodes. Over time, the system becomes self-limiting, recycling the same networks, the same ideas, and the same outcomes.

But when even a small space is created for merit, something begins to shift. New voices emerge. Standards rise. Competition becomes healthier. And gradually, culture starts to evolve.

We have seen this play out in countries and organisations where merit is deliberately prioritised. Nations like Singapore have built strong public institutions by embedding meritocratic principles into governance. Similarly, companies such as Google and Microsoft have sustained innovation by creating environments where ideas and capability often outweigh hierarchy and familiarity.

These systems are not perfect, but they demonstrate a simple truth: when merit is given room, performance follows. For Nigeria, and indeed many developing systems, the challenge is not a lack of talent; it is a lack of structured opportunity. Too many capable individuals remain on the margins, not because they lack ability, but because they lack access.

The meritology of fairness is not about eliminating relationships; it is about balancing them with responsibility. It is about recognising that leadership influence should expand opportunity, not restrict it.

Imagine what would happen if every leader, across public and private sectors, adopted Antonio’s principle. Not necessarily five percent, but a deliberate commitment to create space for merit. A guaranteed window where competence can compete without interference.

Over time, that small window would widen. It would attract talent, raise expectations, and ultimately redefine the system itself.

This is how cultures change, not through declarations, but through disciplined, consistent actions. Leadership, at its highest level, is not about who you bring in. It is about what you build.

An infinite stake leader understands that legacy is not measured by the number of loyalists installed, but by the strength of the system left behind, a system where people can rise, contribute, and succeed, regardless of when they joined the journey.

The question, then, is simple: Will leaders continue to recycle familiarity, or will they create space for merit?

Because in the end, fairness is not accidental. It is designed. And the future of our institutions may well depend on how intentionally that design is executed.

Babs Olugbemi, FCCA, is the Chief Vision Officer at Mentoras Leadership Limited and Founder of Positive Growth Africa. He can be reached at [email protected] or 07064176953 or on Twitter @Successbabs.