In leadership, it’s not just about what we say; what truly matters is how others interpret and internalise our words and actions. Similarly, how we perceive others, based on ingrained assumptions can heavily influence our decisions and interactions. For example, consider a workplace scenario involving diversity bias. A woman of colour applying for a leadership position might be overlooked because decision-makers unconsciously associate leadership qualities with traits they've historically observed in male leaders from similar cultural backgrounds. Despite her strong qualifications, the cognitive dissonance between their stereotype of a "leader" and her identity as a candidate may prevent them from recognising her potential.
This highlights why it's essential to challenge our biases and broaden our perspectives to ensure fairer, more effective leadership practices. How are you dealing with your biases?
Think differently
We use social characteristics to determine who is similar to us and who’s different from us. What are their values? What are their perspectives? What are their experiences? What is it they bring to the table? There are surface level differences and deeper differences, and due to our biases, we use what we see on the surface to make predictions about people. To make predictions about what they think and how they feel. Diversity is also about what people actually think.
Be mindful of other people's perspectives
We have a responsibility to identify our biases and stereotypes and try to unlearn them. At work we need to consciously choose the right words and create space for everyone to contribute to the discussion. This may involve using anonymous surveys after meetings or sending post-meeting emails to ensure that everyone's ideas are considered in the decision-making process. I think expressing phrases like "I value what you think" and welcoming new team members with questions such as, "Hi, you are new to our ensemble. Have you seen this done a different way? Do you have any experience you would like to share?" can help foster an inclusive environment.
The starting point should be diversity
How often do you tell yourself that you are in your job because you’re the best qualified for it? We all know that HR departments have preferences and often make decisions influenced by biases rather than solely on talent. When talent acquisition teams, hiring managers, and HR professionals keep recycling the same pool of candidates, it raises the question of whether they have truly considered the best person for the job. Based on my lived experience, I do not trust the capitalist system to consistently allow the most talented individuals to rise to the top.
Free from biases
Diversity, equity and inclusion (DEI) is not only about skin colour; it’s about giving people who have talent the opportunity to express that talent. Often, the starting point can be biased, leading those who are not white to question:
a) Whether they possess the required skills, and
b) If they are the best person for the job.
I advocate for DEI policies because I recognise that many talented individuals from minority backgrounds deserve the same opportunities as the majority. In practice, minorities often need to be exceptional to secure white-collar jobs because societal structures have historically disadvantaged them. I think the western world was built on a patriarchal framework by the white majority, and it was not originally designed to include minorities.
Humility and sensitivity
c/o Penn Medicine
I am always going to be misunderstood!
I have been prepared for character assassination, being marginalised, and pushed to the side when it comes to trying to tell the truth about people whose suffering has been rendered invisible for so long in the mainstream narrative. I’m not claiming to be right, and I have been thinking about it for decades, so I am open to challenges to my findings. Raised by deeply humble parents who instilled in my sisters and myself the values of treating others with respect and humility, and to never ever think you are better than anybody else.
““The reason facts don’t change most people’s opinions is because most people don’t use facts to form their opinions. They use their opinions to form their facts.””
Just an illusion
What is the illusion of objectivity?
In simple terms the “Illusion of objectivity” allows us to believe we are free of biases we recognise in others. For example, imagine you are in a museum looking at a painting with one of your friends, and each of you have a different opinion about what the painting means or how good it is. You might think it's amazing, while your friend thinks it's just okay. Now, imagine there's an art critic who's supposed to judge the painting objectively, meaning they should have no personal biases and just look at the painting for what it is. In reality, even though the art critic tries to be fair, they may still be influenced by their own experiences, preferences, or background. This is called the “Illusion of Objectivity” – the idea that something can be completely unbiased or neutral when, in reality, everyone brings their own perspectives and biases to the table, whether they realise it or not. So, remember even when we try to be objective, it's important to recognise that our opinions are shaped by who we are and what we've experienced.
Depending on your experience
c/o LinkedIn
We all have biases, as it's these biases that allow our brains to sort through vast amounts of material very quickly. While some biases are conscious, others operate at an unconscious level. In an ideal world we would not have to justify the necessity of discussing diversity as a business case, but for some leaders’ economics is the only language they understand. And in some cases I think this is the only way to underscore the need for dialogue as we strive for greater inclusivity within our communities and workplaces.
We tend to favour affinity
Organisational preference occurs when a group of like-minded people who share similar backgrounds, values, information, and perspectives, embeds these traits into the organisation's policies, procedures, and practices. I think this tendency often results in favouring a limited set of norms, behaviours, and individuals, mistakenly perceived as the only "right" approach. The issue arises when organisations claim to value diversity but fail to embrace genuine change when welcoming individuals from diverse backgrounds. Instead, organisational preference continues a cycle of seeking people who closely resemble those already present within the organisation.
Don't be afraid to admit it
The term 'affinity bias' is used in neuropsychology to describe an unconscious bias that causes people to gravitate toward others who appear to be like them (including those with similar interests, backgrounds, and appearances). I think the best way we can reduce unconscious bias and achieve a culture of equality is to become aware of them. It’s important to note that biases, conscious or unconscious, are not limited to ethnicity and race.
One of the greatest values of interacting with people who are different is the mirror it provides on seeing my own identity. Contact me via e-mail if you want your employees and leaders to learn more about discrimination, biases, and stereotyping, through unconscious bias training workshops.
“”Diversity training doesn’t work!” ”
Right and wrong
You believe X and I believe Y, but I need to convince you that my Y is the right solution. Does your attitude affect my outcomes? When something doesn’t feel right then the cause is always the other person. 100% of the time you are making decisions about what looks right and what doesn’t based on different information. Whenever you disagree you have to make attributions for disagreement, I mean you have to explain to yourself. Why is it we disagree and it’s basically a story we make up in your own mind about what is the cause of this disagreement (*Professor Lee Ross’ “fundamental attribution error”). And the simplest version is that we disagree because the other person is wrong.
*The fundamental attribution error is the tendency people must overemphasise personal characteristics and ignore situational factors in judging others' behaviour. Because of the fundamental attribution error, we tend to believe that others do bad things because they are bad people.
Somebody's opinion
There will always be two types of people; those who become accustomed and accept the system, and those who will always fight for the truth. And my life experience has taught me is that truth is highly subjective. There may be an objective truth and we humans can't know it because we are condemned to the bias of our own experiences, biases, and preferences. As professional marketers we all believe that we make decisions rationally, but we are as likely as anyone to be influenced by external biases. And social proof has consistently been shown to be one of the most powerful behavioural biases.
“The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy. ”
The key to diversity
The ability to be honest about your strengths and weaknesses is essential to leading an organisation. I think passion for the work and mission of one’s organisation is the fuel for a successful organisation as it impacts the other main principles in many direct and indirect ways. Diversity can be a competitive advantage because by having people from different perspectives looking at challenges and problems, you will get fresh solutions that are turning into business success. Everyone is biased, whether it’s an unconscious bias, cognitive bias, or misguided perceptions with regards to consumers.
Awareness can travel
c/o Getty Images
In psychology, a heuristic is a mental shortcut that allows people to make decisions quickly and efficiently. It is the way you feel (your affect) toward a particular stimulus that influences the decisions you make. No one likes to be outwitted or to be tricked, I wrote a little about “affect heuristics” on Tuesday because advertisers are perpetually after our attention and politicians after our votes, both of them employing as much inducement and enticement as they can muster. With heuristics, the brain can make faster and more efficient decisions, albeit at the cost of accuracy. Do people in your organisation exhibit curious, predictable biases?
In 1974, behavioural economics researchers Amos Tversky and Daniel Kahneman identified a specific mental process used to simplify decision-making. They showed that humans rely on a limited set of heuristics when making decisions with information about which they are uncertain. The three key heuristics are as follows:
1. Representativeness - allows people to judge the likelihood that an object belongs in a general category or class based on how similar the object is to members of that category.
2. Anchoring - allows people to estimate a number by starting at an initial value (the “anchor”) and adjusting that value up or down.
3. Adjustment and availability - allows people to assess how often an event occurs or how likely it will occur, based on how easily that event can be brought to mind.