The Leader's Guide to Unconscious Bias

1. Unconscious bias is a natural part of human cognition, but it can limit performance

To be human is to have bias. If you were to say, "I don't have bias," you'd be saying your brain isn't functioning properly!

Bias is inevitable. Our brains process millions of pieces of information every second, using shortcuts to make sense of it all. These shortcuts can lead to unconscious biases - preferences for or against certain things, people, or groups. While bias itself isn't inherently good or bad, it can significantly impact our behavior and decision-making, often limiting possibilities for ourselves and others.

Impact on performance. Unconscious bias can inhibit decision-making, innovation, and overall results in the workplace. Research shows that employees who perceive themselves as targets of bias are:

• 3 times more likely to withhold ideas
• More likely to be disengaged
• More likely to leave within a year

Neuroplasticity offers hope. While bias is natural, our brains are also wired for change and growth. By becoming aware of our biases and actively working to mitigate them, we can create new neural pathways that lead to more inclusive and effective decision-making.

2. Self-awareness is key to identifying and mitigating our own biases

Bias happens at the speed of thought. When we take a moment and check our thinking, we can see if biases are impacting our decisions and reactions.

Develop mindfulness. Practicing mindfulness techniques can help create space between receiving information and reacting emotionally. This pause allows us to examine our thought processes and identify potential biases at play. Some strategies include:

• Regular meditation practice
• Pausing to describe situations objectively
• Implementing "tech blackouts" to increase focus
• Pre-planning important interactions

Examine your identity. Our biases are often rooted in our own experiences and background. Take time to reflect on various aspects of your identity, including:

• Above the surface: Age, race, gender, culture, physical appearance
• Below the surface: Education, religion, skills, family status, personality traits, formative experiences

Question assumptions. When making decisions, pause to consider:

• What are the facts vs. feelings in this situation?
• What information might I be missing?
• How have I filled in gaps with assumptions?
• How can I gather more factual information?

3. Cultivating meaningful connections helps overcome bias and enhance performance

When we cultivate connection with people through empathy and curiosity, we shift ourselves and those we engage with into the High-Performance Zone.

Practice empathy and curiosity. These skills are two sides of the same coin - empathy is the interpersonal approach of putting yourself in someone else's shoes, while curiosity is the intellectual approach of asking insightful questions and truly listening to responses. By deploying both, we can build deeper connections that challenge our preconceived notions.

Expand your network. Intentionally seek out connections with people who have different backgrounds and perspectives than your own. This might include:

• Joining professional associations or employee resource groups
• Attending events outside your usual circle
• Following diverse thought leaders on social media
• Reading books or consuming media from varied viewpoints

Create psychological safety. Foster an environment where people feel comfortable being their authentic selves. This includes:

• Encouraging open dialogue about differences
• Acknowledging and validating others' experiences
• Being willing to have difficult conversations
• Demonstrating vulnerability as a leader

4. Courage is essential for addressing bias in ourselves and others

Courage isn't absence of fear; it is the awareness that something else is important.

Types of courage. Addressing bias requires both careful and bold courage:

• Careful courage: Used in high-risk situations or when safety is low
• Bold courage: Demands immediate action and change

Four ways to act with courage:

1. Courage to identify: Recognizing bias in ourselves and our decision-making
2. Courage to cope: Prioritizing self-care and finding support when experiencing bias
3. Courage to be an ally: Actively supporting and amplifying marginalized voices
4. Courage to be an advocate: Speaking up and pushing for systemic change

Strategies for courageous action:

• Share your story to build empathy and understanding
• Speak up when you witness bias, even if it's uncomfortable
• Formalize dissent by assigning devil's advocate roles in decision-making
• Organize networks and employee resource groups to create collective impact

5. Leaders play a crucial role in creating inclusive environments

Leaders create culture through all of their actions and inactions, including what they say and don't say.

Model inclusive behavior. As a leader, your actions set the tone for the entire organization. Consistently demonstrate:

• Active listening and empathy
• Openness to diverse perspectives
• Willingness to acknowledge and learn from mistakes
• Transparency about diversity and inclusion efforts

Proactively address bias. Don't rely on an "open door" policy. Instead:

• Regularly seek feedback on team dynamics and inclusion
• Ask thought-provoking questions in one-on-ones
• Create safe spaces for difficult conversations
• Hold yourself and others accountable for inclusive practices

Implement inclusive policies and practices. Review your organization's processes through an inclusion lens, considering:

• Recruitment and hiring practices
• Performance evaluation criteria
• Promotion and succession planning
• Mentorship and sponsorship programs
• Employee benefits and accommodations

6. Diversity and inclusion efforts should focus on belonging, not just representation

If people don't feel like they belong to your group, department, company, or corporation, they easily can and probably will find something else to believe in and belong to.

Beyond diversity and inclusion. While representation is important, true belonging means:

• Feeling respected, included, and valued
• Being able to contribute one's best work
• Having both a seat and a voice at the table

Create a culture of belonging. Foster an environment where everyone can bring their whole, authentic selves to work:

• Use inclusive language in communications and policies
• Celebrate diverse perspectives and contributions
• Provide equitable access to opportunities and resources
• Address microaggressions and exclusive behaviors promptly

Measure belonging. Regularly assess your organization's culture through:

• Employee engagement surveys
• Focus groups and listening sessions
• Exit interviews
• Analysis of retention and promotion data across different demographics

7. The Talent Lifecycle provides opportunities to mitigate bias at every stage

The Talent Lifecycle is guided by HR law and policy. As a leader, I can influence and impact the experience of employees at every point in the lifecycle.

Key stages of the Talent Lifecycle:

1. Getting Hired: Recruitment, interviewing, and onboarding
2. Contributing and Engaging: Day-to-day work, team dynamics, and employee experience
3. Moving Up: Performance management, development opportunities, and promotions

Strategies for mitigating bias:
Getting Hired:

• Use diverse hiring panels
• Implement blind resume reviews
• Standardize interview questions
  Contributing and Engaging:
• Provide inclusive onboarding experiences
• Offer mentorship and sponsorship programs
• Create equitable access to high-profile projects
  Moving Up:
• Use objective performance criteria
• Implement 360-degree feedback
• Actively consider diverse candidates for succession planning

Continuous improvement. Regularly review and refine your Talent Lifecycle processes, soliciting feedback from employees at all levels to identify areas for enhancement.

8. Effective performance management requires frequent feedback and goal-setting

Connect early and often.

Move beyond annual reviews. Implement a continuous feedback model:

• Provide real-time, specific feedback on both strengths and areas for improvement
• Use a mix of formal and informal check-ins
• Encourage two-way dialogue and self-reflection

Set goals collaboratively. Work with employees to establish:

• Clear, measurable objectives aligned with organizational goals
• Development plans that consider both current role and future aspirations
• Regular check-ins to assess progress and adjust as needed

Use objective criteria. Mitigate bias in performance evaluations by:

• Defining clear, measurable success metrics
• Gathering input from multiple sources (e.g., 360-degree feedback)
• Regularly calibrating evaluations across teams to ensure consistency
• Training managers on recognizing and mitigating bias in assessments

9. Succession planning should actively consider diverse candidates

People are caught up in what they need to do, and they're not necessarily considering succession planning.

Broaden your talent pool. Look beyond the usual suspects when identifying high-potential employees:

• Consider candidates from different departments or backgrounds
• Provide stretch assignments to develop diverse talent
• Implement cross-functional mentoring programs

Challenge assumptions. Question traditional criteria for leadership roles:

• Evaluate whether certain requirements (e.g., specific degrees) are truly necessary
• Consider non-traditional career paths and transferable skills
• Focus on potential and ability to learn, not just past experience

Create transparent pathways. Communicate clear development opportunities:

• Share leadership competencies and success criteria
• Offer leadership development programs to a diverse group of employees
• Provide regular feedback on progress towards leadership roles

Monitor diversity metrics. Regularly assess the diversity of your succession pipeline:

• Track representation at different levels of the organization
• Identify any bottlenecks or drop-offs in diverse talent progression
• Set goals for improving diversity in leadership positions over time

Last updated: March 22, 2025