How can you avoid leadership biases and blind spots?

1 Confirmation bias

Confirmation bias is the tendency to seek, interpret, and remember information that confirms your existing beliefs or expectations. For example, you may favor team members who share your opinions or values, or ignore feedback that challenges your assumptions or decisions. Confirmation bias can lead to overconfidence, groupthink, and poor problem-solving. To avoid confirmation bias, you should actively seek out and consider different sources of information and perspectives, especially those that contradict or question your own. You should also encourage constructive criticism and dissent within your team, and be open to changing your mind when presented with new evidence or arguments.

2 Halo effect

Halo effect is the tendency to generalize from one positive trait or impression to other unrelated aspects of a person or situation. For example, you may assume that a team member who is charismatic or successful in one area is also competent or trustworthy in other areas, or that a project that has a good start will have a good outcome. Halo effect can lead to unrealistic expectations, favoritism, and missed opportunities. To avoid halo effect, you should evaluate each person and situation on their own merits and based on specific criteria and evidence. You should also avoid making snap judgments based on first impressions or superficial attributes, and be aware of your own preferences and prejudices.

3 Self-serving bias

Self-serving bias is the tendency to attribute your successes to your own abilities and efforts, and your failures to external factors or circumstances. For example, you may take credit for your team's achievements, but blame others or the environment for your team's setbacks or mistakes. Self-serving bias can lead to arrogance, complacency, and poor accountability. To avoid self-serving bias, you should acknowledge and appreciate the contributions and inputs of your team members and other stakeholders, and share the credit and responsibility for your team's outcomes. You should also recognize and learn from your own errors and weaknesses, and seek feedback and improvement opportunities.

4 Status quo bias

Status quo bias is the tendency to prefer the current state of affairs or the familiar way of doing things, and to resist or avoid change or innovation. For example, you may stick to your existing team structure, processes, or goals, even when they are no longer effective or relevant, or reject new ideas or solutions that challenge your comfort zone or routine. Status quo bias can lead to stagnation, rigidity, and missed opportunities. To avoid status quo bias, you should regularly review and evaluate your team's performance, needs, and environment, and be willing to adapt and experiment with new approaches or possibilities. You should also foster a culture of curiosity, creativity, and learning within your team, and solicit and support diverse and novel perspectives and initiatives.

5 In-group bias

In-group bias is the tendency to favor and identify with people who belong to the same group as you, such as your team, department, or organization, and to discriminate or distance yourself from people who belong to different groups. For example, you may trust and collaborate more with your team members than with other teams or departments, or view outsiders or newcomers as threats or competitors. In-group bias can lead to isolation, conflict, and stereotyping. To avoid in-group bias, you should promote a sense of shared vision and purpose across your organization, and encourage cross-functional and intercultural communication and cooperation. You should also value and celebrate diversity and inclusion within your team, and respect and appreciate the differences and similarities among your team members and other stakeholders.

6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?