Through the Storm Leadership Series, Part 5: Leading Through the Storms of Perception Bias

Here's a special announcement! All of these short articles are the foundation for my next book, "Through the Storm, Leadership Lessons from the American Bison". I would love your input. Thank you for reading and let's drive through these storms together.

Is the above picture one of a buffalo? What is considered a buffalo? Is a buffalo also an American Bison? Yes, I know that biologically and scientifically, these answers are without question, but for me, it brings up a few leadership lessons that I want to hold onto. Is my perception actually reality? I believe that we all have perception bias. Perception bias is a cognitive bias that occurs when we subconsciously draw conclusions based on what we expect to see or experience. My perception bias is built upon 40 years of life experience. What I perceive may not be accurate, in fact, it may be the exact opposite as someone else's perception. But who is right?

Here comes the leadership lesson and the storm that we all have to push through. Since our perception is built upon years of life experience, we HAVE to take other's perceptions into consideration when making decisions. As leaders, we can often times get wrapped up in power and influence and believe that we have all of the answers, or that our answers hold more weight because of our position. I want to challenge this.

First off, I'm not saying that experience is irrelevant. On the contrary, I believe that experience is the most relevant piece of the decision-making process. However, a single person's experience doesn't disintegrate or degrade someone else's experience based on time.

For example. If I'm the Dean of a University and am making decisions on diversity, equity, and inclusion programs, I absolutely need the experience of others outside of my race, background, and worldview. These types of decisions REQUIRE diverse perspective. I, as the Dean, may have the final say, but if I'm making decisions wisely, that decision is built on a conglomerate of perspectives and ideas that may not be my own.

So what happens when leaders have to make decisions quickly? Is there time to bring in a diverse team of experts? Maybe not, but here are a few tips on how to get this kind of collaboration done quickly and efficiently.

1) Enlist your volunteer Army (Thank you to Dr. Kotter and his 8-steps). This volunteer Army should be a diverse group of peers that have different backgrounds, races, and world-views. This task force should be able to collectively contribute to decision making at the drop of a hat. They are a trusted advisory board to call on when you really need a deeply assessed response.

2) Understand YOUR perspective and how YOU make decisions. Knowing yourself is more than half the battle. If you know yourself, you can truly understand what you don't understand. This one is really tough for leaders, but find your blindspots and bring people in to uncover them. Once you know who you are, you can fill in the gaps with diversity.

3) Know your team. Your direct team is also in a great place to help you make decisions. They know the work that is being done better than anyone. Be humble enough to ask their opinions and feedback. This will increase their trust in you and will build and sustain a culture of healthy work and trust in one another. Remember that you are the ultimate decision maker, but they have information you need to make the best decision possible.

The storms of perception bias can crash over you like waves. Decisions have to be made, and as a leader, you have to make them. Always remember that you are never alone in this storm. Build and lean into a collaborative network of diverse people who can act quickly and help you make the best decision possible based on the information you are given.

If you are able to do this, you will find that you have an Army (Or Marine Corps in my case) of people around you ready and willing to contribute to your success and your wellbeing.