Bias is an unconscious driver that influence how we see the world. Bias makes up the invisible air we walk thought, influencing how we see the world and judge others.
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Episode 38: The Invisible Obstacles to Movement: BIAS
Bias may be invisible, but the impacts are not. The challenge for most senior leaders is to accept them and be vigilant so they don’t become the walls that fuel resistance.
In my recent series on diversity, we explored how examining our results opens a window into mindset, limiting beliefs and attitudes. We just need to trace them back through the behaviours that created them to find the source. While with bias it is a bit trickier, we benefit from a similar approach. After acknowledging biases are present, begin looking at the results to discover those that are driving the bias.
How is bias limiting your ability to create movement?
When I think about the difference between leadership and management, influence comes to mind. Many business gurus have stated that the only bias a manager should lean into is that of action. While I struggle with the concept and I KNOW it isn’t true for leaders. It may be the toughest thing I learned as a leader. I wore my results/action orientation like a badge of honour early and even mid way through my career. Acknowledged for it and appreciated for the difference I made, my bias for a results-orientation created short-term thinking and returns. I could have been better.
I suggest powerful leadership is more about forward movement than action. Management may be more in execution mode, but leaders need to move the chess pieces with care. Perhaps leaders benefit from spending more time flying at 36,000 feet – able to see things from a different vantage point. FRANKLY, if everyone is fixated on the trees, much is missed. Leave your direct reports to manage the trees and land your plane from time to time to roll up your sleeves and gain some perspective AND then get back up to a good altitude to take in the bigger picture. While biases are tricky buggers, perspective is one of your best defenses against them.
Biases are the invisible air we walk through – exerting their influence outside of conscious awareness…” – DRs. Lieberman, Rock, Cox
A few things You Can Do
- Start by acknowledging you are FULL of bias. Research has suggested we’re all willing to accept we have bias and yet when they are impacting us most, we truly and sincerely believe we are able to combat their impact – WRONG! We must be vigilant and manage our tricky brain.
- Combat the biases with systematic self and organizational analysis. What I mean here is look at our results for evidence of destructive bias. What is the greatest challenge you would like to solve this
week, month or year? Are your people failing to adhere to the standards require of them and you? Are your supervisors and managers constantly complaining they can’t seem to motivate or inspire their people? Do you feel like your messages are lost on deaf ears? Are you experiencing high turn-over? - STOP getting stuck in a former job. I know you were good at that job – that’s why someone trusted you would do what was required to get good at this one. Start by getting up out of the trees and viewing the forest as a whole FREQUENTLY. You don’t have to stay up there alone all of the time. Landing the plane and engaging with your direct reports and the team will keep you connect and ensure you are able to interpret the view from 36,000 feet accurately BUT don’t stay down there for too long.
- Trust and acknowledge your direct reports for caring for the trees and keeping you informed and seeking your counsel as needed.
When you have a leadership perspective EVERYTHING will change
Are your biases keeping you from seeing the path forward clearly?
NEXT WEEK: we’ll dig into one bias that is likely tripping you up. Don’t miss it.
ImpactBank Diversity Program: The Diversity Dividend
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We tailor the program to the organization’s and leader’s specific needs and current challenges.
Are there conflicts that persist between stakeholder groups or within specific work groups?
Do you routinely experience poor compliance rates? (In other words, are there requirements that workers just fail to meet on a regular basis? Do you have poor attendance or high attrition rates? Are there constantly mistakes made in working with stakeholders? Are acceptable levels of service only met by some members of the team or not consistently across the team?)
Do you find yourself frustrated because you have to say the same things over and over and you can’t get people to take critical requirements seriously?
Are there conflicts bubbling beneath the surface? Are you and your team tripping over biases and failing to achieve the required outcomes?