Overcoming Pet to Threat
Breaking Barriers in the Workplace
The Dangers of Favoritism in Workplace Representation and Culture
Most employers enjoy highlighting their high-performing employees, especially those who help promote the company’s brand.
These high performers are often viewed as the “pets” of the organization, with the company keeping a close professional eye on them. Employers may also show favoritism by rewarding them for their loyalty and visibility.
Sometimes, however, the company experiences a sudden change of heart. Instead of being seen as an asset, the employee becomes viewed as a threat. This label often implies that the employee has done something wrong, which is rarely the case. More often, the employee’s personal brand or messaging no longer aligns with the company’s evolving brand, priorities, or initiatives. As a result, they unfairly acquire the reputation of being perceived as a threat.
Let’s explore the “Pet to Threat” phenomenon in organizational culture and the psychology behind why certain employees become viewed this way.
Many companies are risk-averse. They frequently monitor employees to maintain a positive brand image and often place particular expectations on visible employees to uphold the organization’s professional standards.
However, unless those expectations are clearly communicated, companies can unintentionally create unfair and inaccurate perceptions of an employee’s role and performance. Many organizations struggle to distinguish between being a strong employee and being a brand ambassador, often treating the two as though they are interchangeable.
So, how do we overcome this unfair dynamic?
Usually, it begins three or four layers above you in the organizational hierarchy. Often, a senior leader or executive notices qualities they admire in your work—sometimes influenced by the halo effect bias. They then encourage your direct manager and leadership team to assign you high-visibility projects and special responsibilities, effectively positioning you as the “pet” employee on the team.
Unfortunately, this can also lead to resentment from colleagues who perceive the favoritism being shown toward you. Instead of celebrating your contributions, teammates may begin viewing you as a threat rather than as someone whose success benefits the team as a whole.
The situation often becomes harmful when leadership begins to perceive your performance differently or sees you as “too competent” for your role, particularly if your abilities unintentionally make your manager appear less effective. At that point, you may begin to be viewed as a threat rather than an asset.
This dynamic often affects women, especially nonconforming women who do not fit traditional leadership expectations or who refuse to comply with unspoken workplace norms.
So, how do you address and resolve this situation?
Women can sometimes perceive other women as competitors in professional environments, which may lead to tension, resentment, or feelings of insecurity between colleagues.
According to a recent workplace conflict study, 43% of women reported feeling invalidated or perceived as being in competition with female colleagues at work.
Source: Lean In Workplace Discrimination Report
One of the most effective strategies is learning how to “manage up.” Rather than expecting leadership to fully understand the situation on their own, approach them as a collaborative partner. Help them understand that the current dynamic is creating friction within workplace relationships and may eventually negatively affect both team morale and performance.
A productive approach is to use your knowledge and influence to foster collaboration within the team. Help colleagues recognize their own strengths and contributions to the group dynamic. Encourage open communication and provide tools or support that help others feel valued rather than overlooked.
Collaborating more intentionally with colleagues also helps them better understand who you are, how you communicate, and how you prefer to work. Over time, this can improve relationships, strengthen communication between you and your leadership team, and create healthier overall team dynamics.
This approach is often highly effective in repairing workplace relationships impacted by resentment, anxiety, insecurity, or frustration.
