The 10 Trillion Dollar Opportunity: Why Identifying Hidden Leaders Matters More Than Ever Part 2 (TPL Insights #248)

By Rob Andrews in partnership with Drs. Clay Spinuzzi and Art Markman at The University of Texas at Austin

When organizations seek new leaders, the ones who often rise are those who “fit the mold”—they’re confident, charismatic, and skilled at self-promotion. But these qualities don’t always align with the traits that define high-potential senior leaders (HPSLs), who may be quieter, more introspective, and deeply focused on results rather than recognition. Without a conscious shift to identify and mitigate these biases, organizations can overlook valuable talent.

The Prevalence of Bias in Leadership Selection

In most companies, bias in leadership selection is subtle but pervasive. Managers may not even realize their decisions are influenced by biases, which are reinforced by organizational culture, industry norms, and unconscious expectations. By examining the types of biases that exist, leaders can begin to see how potential is often obscured by stereotypes and assumptions.

1. Confirmation Bias: Confirmation bias is the tendency to seek evidence that confirms pre-existing beliefs or expectations. In the context of leadership selection, this might mean managers look for leaders who fit into a certain box, often related to past success. For example, if a manager believes that outgoing, extroverted people make the best leaders, they may unconsciously ignore quieter employees who don’t fit this mold but possess high potential.

Example: A study found that managers often rate employees with traits similar to their own as higher performers, reinforcing the same leadership styles rather than fostering diverse strengths.

1. Self-Promotion Bias: Traditional leadership markers include strong self-promotion skills. As a result, those who are naturally inclined to showcase their achievements stand out, while those focused on team success and results without drawing attention to themselves may be overlooked. HPSLs might avoid self-promotion, trusting that their work speaks for itself—a perspective that often leaves them behind in organizations that prize visibility.

Example: Consider a high-performing team member who consistently brings innovative ideas and achieves project goals. However, because they don’t highlight their accomplishments, they are passed over for promotion in favor of a more vocal but less effective candidate.

1. Cultural and Gender Biases: Leadership presence is often influenced by cultural norms and gender expectations. Men, particularly in Western societies, are frequently expected to exhibit assertive, direct communication styles that are valued in leadership. Women, on the other hand, are often socialized to be collaborative and reserved in self-expression, potentially leaving female HPSLs sidelined. Similarly, cultural backgrounds that emphasize humility and community over individual achievement may discourage self-promotion, causing talented individuals from these backgrounds to be overlooked.

Example: In mixed-gender evaluation panels, men are more likely to be rated as confident and decisive, while women are labeled as nurturing or supportive—even if their contributions are identical.

1. Groupthink in Decision-Making: Groupthink can manifest when decisions are made by committees or panels aiming to reach consensus, inadvertently leading to “safe” or “predictable” choices. This desire to agree can steer the group toward more traditional candidates and away from those who might challenge norms or bring unique perspectives.

Example: A selection panel evaluating senior leadership candidates might lean toward the candidate who fits their standard leadership archetype, disregarding a less conventional candidate who could add unique value.

Steps to Mitigate Bias in Leadership Selection

Overcoming these biases requires intentional, sustained action. Leaders should implement structured processes and cultivate an environment that encourages diversity in thought and personality styles.

• Awareness Training: Regular training on unconscious bias helps decision-makers become aware of the biases they bring into evaluations. By recognizing these biases, they can consciously check them.
• Structured Interviews: Incorporating behavior-based questions focused on specific achievements and competencies helps to level the playing field for quieter candidates.
• Performance-Based Assessments: Assessment tools that focus on candidates' skills and potential rather than their self-presentation enable a more balanced view of potential leaders.

Addressing bias is essential for organizations that want to tap into the full spectrum of leadership potential. By implementing processes to mitigate these biases, organizations can begin to recognize and elevate high-potential leaders who don’t fit the traditional mold.

As a reminder, today is Part 2 of a four-part series on best practices for identifying high potential senior leaders. Only 3% of companies worldwide do this well. Our research indicates there are ways to dramatically improve your effectiveness, and we would love to help.

Warmest Regards,

Rob

?

Rob Andrews

Chairman & Chief Executive Officer

Celebrating 28 years of Executive Search, Executive Coaching & Culture Shaping Excellence

Direct: 713.489.9724/ Mobile: 713.301.6130

4801 Woodway Dr., Suite 130W, Houston, TX, 77056

www.allenaustin.com Link to Allen Austin Overview

Link to Total Performance Leadership Overview Connect on LinkedIn

?