The Danger of Generalization: A Leadership Perspective

I recently had a DM conversation with a leader who dismissed coaching outright.

“Coaching is a scam,” literally saying - without knowing me, my work, or my expertise.

It’s an extreme example, but it highlights something we’re all guilty of: generalization.

We take a handful of experiences, form a mental shortcut, and apply it universally.

It saves time, makes decision-making easier, and in many cases,

helps us navigate the overwhelming complexity of life.

Until it doesn’t.

1?? Generalization: The Mental Shortcut We Rely On

Our brains are wired to categorize.

It’s a survival mechanism - our ability to recognize patterns quickly

has helped us avoid danger and make rapid decisions for millennia.

?? Touching fire = pain.

?? A barking dog = potential threat.

?? Coaching = scam (based on bad past experiences).

The issue? When we apply the same rapid classification to complex or nuanced situations.

Because the shortcut our brain takes isn't always accurate.

In fact, our perspective on the world is mostly biased.

We’ve all had bad experiences.

?? A disappointing coach.

?? A failed system.

?? A toxic leader.

But even multiple bad experiences are not the whole truth.

?? A few unethical coaches don’t mean all coaching is a scam.

?? A handful of bad leaders doesn’t mean leadership itself is broken.

?? Some flawed systems don’t mean every system is rigged against you.

When we overgeneralize, we take a few data points and turn them

into a universal rule, we're shutting down opportunities,

dismissing people, and reinforcing our own biases.

And that’s dangerous in leadership.

Because leadership must not be about reacting to past experiences,

but about making decisions based on reality, not assumptions.

And when we fail to pause and examine the details,

we risk making false assumptions that shape our beliefs - and, in leadership, our decisions.

2?? The Power of the Pause: Creating Space Between Stimulus & Response

Generalization happens automatically - but that doesn’t mean we can’t override it.

The key? Practicing the pause.

“Between stimulus and response, there is a space.

In that space is our power to choose our response.

In our response lies our growth and freedom.” (attributed to) Viktor Frankl

Great leaders don’t just react - they reflect.

They resist the impulse to lump everything into a single category.

They examine the specifics of a situation before deciding.

Pausing for just a few extra seconds can be the difference between:

? Making a strategic, well-thought decision.

? Jumping to a conclusion that leads to wasted time, resources, or broken trust.

3?? Why This Matters for Leaders: High-Stakes Decision-Making

For leaders, the stakes are high.

A leader’s decision doesn’t just affect them → it cascades down to teams, companies, industries, and beyond.

Think about it:

?? A hiring decision based on a stereotype → Can cost the company millions in lost potential.

?? A product decision based on a limited dataset → Can alienate customers and erode trust.

?? A strategic move based on outdated assumptions → Can put an entire company at risk.

Leadership isn’t about being right fast → it’s about being right when it matters.

And to do that, we have to resist the pull of generalization.

4?? Generalization is Useful - Until It Isn’t

There’s a reason our brains default to generalization: It works most of the time.

? It speeds up decision-making.

? It helps us categorize information.

? It prevents us from overanalyzing every small detail.

But the moment we extend this too far - the moment we apply it

to high-impact decisions without scrutiny → it blows up in our face.

A leader who generalizes too much stops seeing

people, problems, and opportunities for what they truly are.

They make assumptions instead of asking questions.

They react instead of understanding.

They judge instead of leading.

And that’s when things start to break.

?? The Leadership Challenge: Awareness & Precision

Great leadership requires awareness → knowing when generalization

is useful and when it’s dangerous.

It requires precision → taking the time to look beyond

assumptions and make decisions rooted in real context, not mental shortcuts.

So here’s the challenge:

The next time you feel an automatic conclusion forming, pause.

? Is this truly accurate, or am I generalizing?

? Am I seeing the full picture or just a fraction of it?

? Would I still make this decision if I had more information?

Because as leaders, our ability to think clearly beyond instinct

is what separates good from great.