How can you overcome common biases in decision-making and leadership assessment?

Overcoming biases in leadership and decision-making is crucial for fair and effective management: - Acknowledge the existence of personal and systemic biases. - Actively seek diverse perspectives to broaden understanding. - Engage in continuous learning about diversity and inclusion. - Implement structured decision-making processes to minimize bias. - Regularly self-reflect on decisions and leadership assessments. - Encourage feedback to identify and address any biases. Leadership free from biases leads to more equitable & effective decision-making, fostering a culture of inclusivity & fairness. Tackling biases in leadership is an ongoing process, essential for creating a fair & inclusive environment. #leadership #leadershipdevelopment

99 % biases are unconscious biases So it is important that we question Everytime we judge Is it a fact or a bias Self awareness is the key

To overcome biases and improve decision-making, my philosophy is the more the merrier. It's much harder for individuals to recognize their own blindspots and assumptions than it is for others to do so. For decisions that matter, bring together a diverse set of perspectives and create the conditions for opposing ideas to be fully heard. This has been proven to significantly increase decision-making quality. For leadership assessment, start with a shared set of expectations for what good looks like and gather multiple perspectives against those criteria.

Overcoming biases in decision-making and leadership assessment is crucial for fairness, accuracy, and effective leadership. Here are some strategies to mitigate biases: 1. Rate ideal leaders first: When assessing leaders, have people rate an ideal leader before rating their actual leader. This helps establish a benchmark and reduces the influence of personal biases. 2. Provide specific examples: Require raters to give specific, qualitative examples for each rated behavior. This encourages thoughtful evaluation and minimizes vague or biased assessments. 3. Create friction: Introduce friction during the evaluation process. Slowing down decision-making makes raters more aware of potential bias and encourages more deliberate judgments.

Acknowledging, that all humans including US have biases. That is first step towards overcoming it. There are various tools available but for me, most important is self awareness on our preferences, which results in bias. Having self reflection before taking final decision helps taking unbiased decision. Another best way is to have people to lean on to, for different competencies, which can control biases to large extent.

Even though it’s uncomfortable, we have to challenge our perspectives. We tend to generalize our opinions across entire groups, and this sets us up to have prejudices. People are complex and we cannot judge them based off of a couple of interactions or the experiences that we’ve had with others who may have similar traits. Give people grace and get to know them for who they are, not for who you think they may be.

The best way to challenge your assumptions is to invite diverse and contrasting (to yours) viewpoints. Talk to colleagues and mentors who can not only help you spot the blind spots but also share diverse viewpoints that will help you broaden your perspectives. Asking questions from self also helps to challenge assumptions such as: 1. Can I adopt a different approach here? 2. What assumptions have I made in this process? Do I have data or research to counter these assumptions? If no, where can I find it? 3. How do I know, what I know, is true? 4. What can I unlearn? 5. What can I change or which behaviours can I adopt to come closer to the version of leadership I want to reach

To work on the biases derived from our judgments, beliefs and prejudices, we must first know how to distinguish these three concepts. Subsequently, we can begin a work of self-knowledge, in which, in each decision we make, we reflexively identify what issues have led us to make that decision. These issues can be classified into judgments, beliefs, and prejudices. In this way we can also determine which are, in each category, the most relevant. Once the most relevant ones have been identified, we can decide to work on them, if necessary. This work will be different for each case, it is not the same to work on a judgment, a prejudice or a belief.

Affinity bias - the tendency to hold others in regard who are similar to us in their backgrounds, memberships, personal choices and tastes is prevalent within international education. It supposedly makes easier hiring decisions easier, increases confidence in applicants and reduces risk in the process. The problem? It reduces the diversity of the talent pool and limits the quality of ideas and innovation. Having people that look the same, sound the same and act the same is a dangerous narrative that needs to be carefully managed during the recruitment process. Don't allow some candidates the opportunity to excel if you aren't prepared to do the same for others.

Keep Things in Perspective ? Protect yourself from bad information. You are what you eat AND the information that you digest. ? Get a dose of reality. Seek the truth. Venture outside your comfort zone. Challenge your opinions. ? Remain calm. Don’t let your emotions get the better of you. ? See problems for what they are. If it won’t matter in a year or two, it’s not worth the worry. ? Expand your horizons. Celebrate diverse backgrounds, experiences, and ideas. Challenge the status quo. ? Be objective. See things from all angles. Compare and contrast without bias. ? You can’t control everything. But you can control your response to things. ? Be introspective. Those who love to find faults in others rarely find faults in themselves.

Here are a few ways to lose perspective: ? Some folks allow emotions such as worry, fear, resentment, and animosity to blur their perspective and impede their actions. ? Some people blow things out of proportion. They think, “I made a mistake — I’m such a failure,” or “I had a terrible day — My life is over.” ? Judge a book by its cover. Some folks judge ideas based on a person’s rank, age, gender, or race rather than on its merits. In the same light, some people evaluate a presentation based on the likeability of the presenter rather than on the content. ? Be a know-it-all. Some folks view situations from one perspective — their own. They’re unable or unwilling to see other viewpoints. They're always right.

Practice expressing your thoughts or feelings alongside supporting evidence. Consistent training in this will help you develop the ability to respond thoughtfully instead of reacting impulsively.

Managing emotions is crucial in mitigating biases, as emotions can impact rationality and objectivity. Biases like anchoring bias or affective bias can be influenced by unchecked emotions. Employing strategies such as breathing exercises, mindfulness, self-regulation, and reframing helps enhance emotional intelligence. By effectively managing emotions, you can navigate decision-making and leadership assessments more objectively, reducing the impact of biases on your judgments.

From Power Dynamics perspective, - Recognize power-driven emotional triggers: Understand how power imbalances affect your own and others' emotions. - Within power structures, cultivate emotional intelligence: Engage in active listening, question toxic narratives, and promote healthy emotional expression for all. - Develop emotional resilience in the face of power imbalances: Set limits, use aggressive communication, and prioritize self-care. - Propose systemic change: Unfair policies should be challenged, emotional intelligence training should be promoted, and programs for safe emotional expression should be supported. Good to understand and express emotions in ways that promote fairness, justice, and emotional well-being for all.

More than managing the emotions I would say managing your reactive state. By all means emotions must be felt and processed not repressed. See where they land in your body… I’m a big believer in intuition so try to figure out what your intuition is trying to tell you.

Asking for feedback should be second nature if you wish to grow and develop. The best leaders I've encountered requested feedback from their superiors, and I've been fortunate enough to have led staff that proactively ask for my feedback. Identifying strengths is important, and understanding areas for improvement is often of greater importance. If feedback you receive is constructive, understand it's for your betterment. If the feedback is unclear or unexpected, ask for an example. Maintaining some type of cadence in requesting feedback will help to minimize biases in your process to make decisions.

Actively seek feedback from peers, subordinates, and mentors to gain external perspectives on decision-making and leadership approaches. This external input serves as a valuable corrective measure, helping to identify blind spots and refine one's decision-making process. In essence, recognizing biases, understanding their sources, and challenging assumptions lay the foundation for overcoming common biases in decision-making and leadership assessment. Through continuous self-reflection, openness to feedback, and a commitment to embracing diverse perspectives, individuals can enhance their self-awareness and make more informed, unbiased decisions in their leadership roles.

Psychological safety and receiving accurate feedback are inherently connected. Only when Team Members feel safe from ridicule or punishment will they give meaningful feedback. Most organizations maintain they have a psychological safe work environment, but the McKinsey Global Survey finds only 43% of Team Members believe that is true, while Gallup research reveals only 30% of Team Members believe their opinions count at work. Because of this, 70% of Team Members see no reason to respond meaningful when asked to give their feedback and only 26% of Team Members say their leader responds constructively when they share their feedback. Before asking for feedback, leaders need to ensure their Team Members feel safe giving it to them.

Be sure to get feedback from different sources. Everyone will provide feedback based on their own biases. If you have a different array of feedback it’s easier to get the big picture.

Seeking feedback is a valuable step in overcoming biases. Feedback provides insights into strengths, weaknesses, and areas for improvement, helping address biases like overconfidence bias or self-serving bias. Methods such as asking for specific and constructive feedback, active listening, and implementing action plans contribute to continuous learning and development. By actively seeking feedback, you create opportunities to refine your decision-making and leadership assessments, fostering a more accurate and unbiased approach.

Overcoming common biases in decision-making and leadership involves acknowledging biases, seeking diverse perspectives, employing structured decision-making frameworks, and fostering a culture of open feedback. Introspection, mindfulness, and continual learning about biases aid in recognizing and mitigating their influence. Promoting an environment that encourages dissenting opinions and fact-based discussions helps counteract biases, leading to more well-rounded decisions and effective leadership. Having a diverse group for input and accountability is key!

Absolutely, diversifying inputs is key to mitigating biases in decision-making and leadership assessment. Relying on a limited set of sources can lead to biases like groupthink or availability bias. Practices such as expanding your network, exposing yourself to diverse perspectives, and using multiple credible sources help broaden your understanding. By diversifying inputs, you enrich your decision-making process, reducing the risk of biases and ensuring a more comprehensive and balanced assessment of leadership and situations.

Diversifying inputs is a proactive approach to combating biases. Exposure to a variety of perspectives, cultures, and experiences broadens one's worldview and helps in developing a more inclusive and nuanced decision-making framework. Leaders should actively engage with diverse sources of information, encourage diverse voices within their teams, and be mindful of the potential limitations of relying on a narrow set of inputs. By embracing diversity in thought and experience, leaders can minimize the impact of biases and make more informed and equitable decisions.

Before you take something as gospel, do your homework. Published material. Ask yourself: Do you continually tap the same resource? Is the source credible? Does it reinforce your existing beliefs? Is the message one-sided or comprehensive? Is the information opinion or fact? Is it current or outdated? Advice. Know exactly what you need and determine the most qualified person to ask. Influences. If it doesn’t feel right, don’t let others convince you otherwise. Research. Ask yourself, is the methodology rigorous? Is the sample biased? Did the author falsify or fabricate the data, omit key information, or distort the findings? Does the author or researcher have a personal bias or a conflict of interest?

This is exactly why diversity is important. The more diversity of thought there is in a group, the greater the likelihood of sound decision-making.

Addressing prevalent biases in decision-making and leadership assessment is pivotal in championing fairness, diversity, and successful leadership. A recommended approach is the incorporation of Blind Assessments; by introducing blind assessments where applicable, pertinent information such as an individual's gender, race, or other potential bias-inducing factors is omitted during the initial evaluation stages. This practice fosters a more objective assessment, emphasizing merit over extraneous influences.

Additionally, for decision-making in general, consider these strategies: 1. Seek diverse perspectives: Involve diverse voices to counteract biases and enhance decision quality. 2. Shape decision context: Design decision-making processes and contexts to minimize biases. 3. Continuous feedback: Regularly seek feedback to uncover unconscious biases and learn from others’ perspectives. Remember, overcoming biases requires ongoing effort and a commitment to fairness and objectivity.

Proactively seeking feedback on decisions is a valuable habit to develop. It brings to light your decision-making practices, and may help you understand areas where you can improve, or identify blind spots in your process. An effective practice I learned from a mentor when I was in university, was the 3 Ups / 3 Downs (3U3D). 3U3D requires one to think about 3 positive aspects and 3 negative aspects that occurred in a key decision-making process. In my experiences, this practice helped to identify biases on many occasions.

Following a successful debt funding project for a real estate development, periodic reviews became crucial. External factors such as changing interest rates necessitated adjustments to the financial model. Regularly revisiting decisions ensured agility and adaptability, reinforcing the importance of continuous review in dynamic business environments.

When you check yourself to ensure you’re not being biased it makes an impact on the final decision. Just the simple act of talking to a peer to see if there are thought processes that impede the best decision is important.

In my view, overcoming biases in decision-making involves fostering self-awareness. Regularly reflect on potential biases and actively seek diverse perspectives. For instance, conducting blind assessments during leadership evaluations helps minimize unconscious biases, ensuring fair and objective decision-making in various scenarios.

Most people don’t understand their own biases. So it is important as a leader to provide feedback but more importantly- appropriately challenge bias thinking of others to support their own professional growth. A simple question like “That’s an interesting view X, I didn’t notice that. Can you talk me through how you came to that opinion?” allows you to unpack any biases further as a learning opportunity for them.

Slow down and deliberate: Biases can be exacerbated by quick, intuitive thinking. Slow down the decision-making process and encourage thoughtful deliberation. Take the time to analyze information, consider different options, and weigh potential biases that may be influencing your judgments.

?????? ?? ??????????: Seek the guidance of a professional coach or mentor. Coaches can provide valuable insights, challenge your assumptions, and offer an external perspective free from organizational biases. They can assist you in recognizing and addressing biases. ?????????????????????? ?????? ????????????????????: Practice mindfulness and self-reflection to become more aware of your thought processes and potential biases. ???????? ???? ?????????????????? ???????????????????? ????????: Foster an inclusive leadership style that values and respects diverse perspectives. This sets a positive tone for the entire team.

To overcome biases in decision-making and leadership assessment, start with awareness. Acknowledge your biases and actively seek diverse perspectives. Implement structured decision-making processes, rely on data-driven insights, and encourage a culture of inclusivity. Foster open dialogue, challenge assumptions, and be mindful of cognitive biases. Consider using blind assessments when possible. Continuous education on biases and a commitment to fairness and equality are essential in cultivating objective decision-making and unbiased leadership assessment.