Across corporate corridors worldwide, some employees gracefully navigate their workplaces, basking in their leaders' attention, appreciation, and trust. These outstanding individuals are affectionately known as the “Blue-eyed” employees — valued members of the team who perfectly embody their leaders’ vision. This delightful metaphor, inspired by the classic English saying “Blue-eyed boy,” gently hints at a sprinkle of favouritism while also celebrating a beautiful blend of themes: connection, support, privilege, and the meaningful responsibilities that come along with it.
In organisations, “Blue-eyed” often refers to someone who enjoys the special favour of an influential figure, typically a CEO or senior leader. At first glance, it might seem like simple favouritism, but a more profound truth is usually involved. These individuals aren’t just picked for their charm or steadfast loyalty; they are recognised for their competence, alignment with strategic goals, and a genuine emotional connection to the leader’s vision. The “blue-eyed “ employee becomes a trusted executor, a valued confidante, and sometimes even the leader’s guiding conscience.
This status in Human Resources shines because connecting with the CEO’s vision is incredibly important. Many roles, such as sales leaders, strategy heads, and executive assistants, also carry that unspoken badge of trust. They are truly valued and appreciated, even though they often face significant pressure to meet expectations and achieve results.
At the heart of the blue-eyed dynamic lies a truly fascinating psychological interplay. The leader may not even realise how they are reflecting parts of themselves onto their favoured employee- this captivating process is known as transference in psychodynamics! In turn, the employee often starts to embrace the leader’s trust and expectations, leading to an incredible journey we refer to as countertransference. Through this experience, they cultivate their sense of success, worth, and even identity, shaped by how the leader sees them.
This creates a lovely feedback loop where the blue-eyed employee feels truly appreciated, heard, and empowered. However, it might also lead to a gradual loss of their personal autonomy. As time passes, they might start to feel that their self-expression is shaped by the wish to keep that positive connection. Their choices could slowly mirror what they believe their leader hopes for. Ultimately, this could gently lead to a soft fading of their authentic self, moving from genuine leadership to a more strategic alignment.
Being favoured can feel different from truly enjoying freedom. While favouritism highlights specific individuals, it often comes with heavy obligations. The star employee is frequently seen as the go-to person, expected to take the lead, stay late, and be readily available for extra tasks. They not only manage the “what” in getting things done but also play a vital role in the “how” and “why” behind leadership decisions — even when those decisions spark their questions.
So many individuals skillfully navigate this challenging landscape, cherishing the trust that others place in them while staying true to their unique voice and vision. A fantastic example of this is Indra Nooyi, who became a trusted confidante to then-CEO Roger Enrico during her early years at PepsiCo. While she truly earned his trust, Nooyi prioritised her ideas, often courageously pushing against traditional thinking. Her inspiring journey to becoming CEO wasn’t just about loyalty; her genuine and courageous leadership fueled it.
The status of blue-eyed employees can sometimes feel uncertain. It depends on how well someone connects with a leader’s evolving vision and emotional energy. Employees may find themselves out of favour just as swiftly as they’ve celebrated their achievements, especially when a new leader steps in or their performance dips. What was once a valued role might start to feel overwhelming, leading to feelings of isolation, envy from coworkers, or even some gentle challenges from others.
Understanding how favouritism works can illuminate the dynamics of power and its expressions. Leaders often connect more with employees who share similar values, language, or styles. Although this inclination is typically unintentional, it can inadvertently overlook the contributions of those with different perspectives or communication styles. Consequently, organisations may become echo chambers where new ideas and innovations aren’t given the spotlight they deserve, allowing uniformity to take precedence.
Additionally, favouritism, whether intentional or not, can significantly impact how safe people feel psychologically. Team members might find it challenging to share their thoughts openly when someone is favoured, worried that their opinions won’t be appreciated similarly. This can create tension within the team and affect the trust among everyone involved.
The blue-eyed employee can positively shape outcomes, using their access not only for personal benefit but also to advocate for others. They can amplify unheard voices, question misconceptions, and ensure that leadership decisions are grounded in reality.
Embracing this journey takes courage and self-awareness. It’s a beautiful reminder that although we can’t change our eye colour, we always have the power to broaden our perspective.
Organisations should take a moment to reflect on the ecology of favour. It’s crucial for leaders to recognise the incredible impact of their attention and to foster systems that promote a broader sharing of influence instead of leaning too much on just a handful of voices. By introducing rotational roles, providing open spaces for diverse opinions, and creating clear feedback channels, we can nurture a warm, inviting environment that harmonises influence with inclusion.
Building a strong inner foundation that doesn’t rely on outside approval is so important for employees. As the authors of Blue-eyed Boy beautifully express, “it’s all about nurturing trust with our leader while also upholding our professional independence.” This delightful balance of connection and independence truly represents the art of navigating a mature corporate life.
The “blue-eyed corporate employee” isn’t just a story about privilege; it offers us a rich narrative about identity, power, and responsibility. It gently reminds us that favour is a special gift, not merely something we should take for granted. Genuine leadership begins not from the leader’s recognition but from a heartfelt understanding of oneself.
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