Unconscious bias
Even the most well-intentioned leaders are not immune to bias. We like to think we’re objective, fair, and rational in our decisions. But the truth is, our brains are wired to take mental shortcuts. These shortcuts—often operating outside our conscious awareness—can quietly shape who we hire, promote, listen to, or trust. This is unconscious bias.
Unconscious bias refers to the automatic judgments we make about people based on social and cultural stereotypes, often without realising it. It’s not a reflection of our character, but of our conditioning. As psychologist Daniel Kahneman explained, our brains operate using two systems: fast thinking (intuitive, automatic) and slow thinking (deliberate, reflective). Bias lives in that fast system—meaning it can influence us even when we believe we’re being fair.
Why should I care about unconscious bias?
Left unchecked bias undermines talent, performance, and innovation. It influences who gets heard in meetings, who is seen as “leadership material”, and who gets left out of informal networks or high-impact projects. It can affect everything from recruitment to appraisals to succession planning.
Research from McKinsey and Deloitte consistently shows that diverse teams outperform homogeneous ones in creativity, problem-solving and profitability. But inclusion doesn’t happen by accident. It requires an active effort to challenge bias—both systemic and personal.
So, how do we overcome it?
First, we must start by acknowledging that we all have bias. This isn’t about blame—it’s about awareness. Creating space for honest reflection is key. Encourage your teams (and yourself) to ask: Whose voice do I listen to most? Who do I assume has potential? Whose mistakes do I overlook—and whose do I magnify?
Second, build checks and balances into decision-making. Structured interviews, diverse hiring panels, and blind CVs can reduce subjectivity in recruitment. In performance conversations, using criteria-based evaluations helps reduce the risk of favouritism or “gut feel” decisions.
Third, embrace inclusive habits. Small actions—like rotating who leads meetings, consciously inviting quieter voices to speak, or checking your language for unintended bias—can make a big impact. Inclusion lives in the everyday, not just in policies.
Fourth, educate continuously, not just once. Bias training has value, but only when it’s part of a wider cultural commitment. Pair it with ongoing dialogue, accountability from senior leaders, and data that tracks equity across the employee lifecycle.
Finally, listen to lived experience. Make space for honest conversations—especially from underrepresented groups. Psychological safety, as Amy Edmondson’s research shows, is essential if we want people to speak up about the subtle, everyday barriers they face.
Overcoming bias is not about perfection. It’s about intention. It’s about choosing, every day, to lead more consciously. When people feel seen and valued for who they really are—not just who they remind us of—we create a people experience and culture where talent can thrive.
Create a PeopleScape where bias is acknowledged and managed. It makes all the difference.
