Let’s Talk About Unconscious Bias

Something that’s always been noticeable for me is that in meetings, the loudest voice quite often wins. Or sets the direction of travel when it’s not always felt like it’s been talked through properly. Their ideas seem to stick, probably even more damaging, they get labelled by leaders as the ones to listen to... unconsiously—even if someone else had a quieter, sharper thought just moments before or just haven’t had an opportunity to contribute or sometimes, not everyone has really had the time to process all of the assumptions and possible ups and downs to each scenario. I’ve seen it happen over and over, especially if people are new. The quieter thinkers—the ones who might still be processing—sometimes get left in the dust. Good leaders will know who these people are and not consider them non contributors, but instead, those who like to be extremely well measured and considered before they open their mouth.

We all have unconscious biases. Snap judgments our brains make to save time, like giving too much airtime to the most active voice in the room because it feels more confident or persuasive. The quieter folks? They might not immediately register as “leadership material” because they’re not making as much noise.

What I’ve learned from watching people, recalling many different projects and reading about some of the world’s greatest leaders: the fastest/loudest idea isn’t always the best one. Far from it.

The book Thinking, Fast and Slow explains why we often fall for these biases. It all comes down to the two systems of thinking:

System 1: Fast, intuitive, and emotional. It’s great for quick decisions, like recognising someone in a crowd, but it’s also prone to shortcuts and errors.

System 2: Slow, deliberate, and analytical. It takes more effort but helps us think critically and avoid unnecessary judgments.

Relying heavily on System 1, means we’re more likely to fall prey to biases like the availability heuristic (judging based on what’s most immediately visible) or overconfidence (believing the loudest voice must be the smartest). And that’s exactly what happens in meetings when we favour fast talkers over deep thinkers.

System 2, we can slow down and give those quieter voices the space to shine. It’s about breaking the habit of assuming confidence equals competence.

I quite often witness those voices trying to rally the easiest to influence after meetings by direct phone calls too.

Givers vs. Takers in Team Dynamics

Another brilliant book I've enjoyed this year is Give and Take by Adam Grant. It discusses the impact of different work styles on long-term success. Grant talks about "Givers," who focus on helping others and contributing to the team, and "Takers," who prioritise self-promotion and personal gain.

In the short term, Takers often seem to win. They’re the ones who dominate meetings, pitch bold ideas, and grab the spotlight. But over time, Givers’ contributions often lead to better outcomes for the whole team. Why? Because Givers lift others up, encourage collaboration and trust—fuel sustainable success.

So, what am I going on about? It means we need to make room for the Givers—the quiet contributors who might not shout their ideas but are often thinking about the team’s long-term success.

So, what as leaders, can we do about it? Here are a few things I tend to do

Pause before jumping in: After someone speaks, give a few seconds of silence.

Ask directly: If I notice someone hasn’t spoken, I’ll gently ask, “What do you think?” Sometimes they just need the invitation.

Follow up: No need to make the big decision right there and then? Bring it up in side conversations – feed some confidence and consider where their thoughts have come from.

Write it down: Encourage people to jot down ideas in a shared space. It levels the playing field between fast talkers and deep thinkers.

I don’t believe addressing this isn’t just about meetings; it’s about recognising and breaking down the unconscious biases we carry in all areas of life. Whether it’s how we judge how new they are, someone’s confidence, appearance, or communication style, bias creeps in when we’re not paying attention. If we actively remember to listen better—to everyone—we don’t just make better decisions. We also build stronger, more inclusive teams.

Take a moment to notice who’s speaking—and who isn’t. If you catch yourself leaning toward the most active voice, pause and ask yourself: Am I missing something here? You might just find that the quiet ones have the most extraordinary things to say.

Or as Steve Jobs might put it, you’ve already hired them for their ideas. The least we can do is listen.