Here's how you can tackle unconscious biases and stereotypes in your decision-making as a leader.

Recognizing Bias: The First Step to Fair Leadership Recognizing bias is crucial for leaders. It's like spotting a crack in a bridge – you need to identify it before it becomes a major problem. Imagine a hiring manager unconsciously favoring candidates from their alma mater. This "affinity bias" could lead to overlooking qualified individuals from diverse backgrounds. By consciously acknowledging these biases, leaders can actively work to mitigate their impact and create a more inclusive environment. The first step is self-awareness. Leaders need to be honest with themselves about their potential biases and actively seek out feedback to challenge their assumptions.

Unconscious bias affects every leader. Acknowledge it. Reflect on your past decisions and identify where bias influenced your choices. This is non-negotiable. Everyone has biases shaped by society and experiences. Confront them head-on. Only by recognizing your biases can you start to dismantle them. This is the first step towards creating a truly inclusive workplace. No excuses. Learn to be better, then do better.

Sharing what you know is good, but what’s better is sharing what you don’t know. And best is sharing information transparently: what you know, what you don’t know, and how you’re going to help people get through it. Communication that is open, honest, and credible feeds into psychological safety and helps uncover bias. Communicate consistently and directly, and make sure your actions match your words.

La principal dificultad que enfrentan los líderes para trabajar los sesgos, es que lo hacen desde un sesgo. Siempre se está en un sesgo, aún al momento de analizarlos. Por ello siempre sugiero trabajarlos con un profesional ajeno a la situación a analizar, como puede ser un Coach Ontológico Profesional.

Seek feedback from diverse voices. Make it a habit to focus on those with intersectional identities (Black women, Asian disabled folks, Indigenous trans folks, etc.). Don’t just ask for feedback: listen. Different perspectives expose blind spots and challenge your thinking. Likewise, foster an environment where your team feels safe to speak up without fear. This isn’t about coddling folks; it’s about confronting biases head-on. Inclusive decision-making starts here. Be proactive, be open, and let diverse insights drive your actions.

Cotidianamente me encuentro con líderes y equipos de trabajo atrapados en sus propios puntos ciegos. La mayoría de las veces ocurre porque están operando de un paradigma de "mirada única", donde lo que cada uno piensa lo vive como una verdad y deja de escuchar al entorno, compañeros, clientes, mercado y más. A su vez en este paradigma suelen adherirse emociones como la soberbia, arrogancia y cerrazón, lo que dificulta aún más las conversaciones para innovar.

En mi experiencia, cuando los equipos poseen diversidad de pensamiento y logran converger hacia lógicas comunes, resultan equipos de alto rendimiento en términos de arribar a soluciones efectivas, eficaces y eficientes. El problema suele presentarse cuando la diversidad no converge.

Es común encontrarme con líderes y equipos que se mueven desde los supuestos (que no es verdadero pero se hace pasar por cierto), que cuando no son revisados resultan en desinteligencias con consecuencias no deseadas para la organización y las personas.

La principal causa del sufrimiento (entendido como emoción), de todo tipo, es la ignorancia, la falta de conocimiento. Pero el conocimiento no salva todas las brechas cotidianas en el hacer en equipo. Aprender a relacionarse, mediante conversaciones que suman, resulta relevante en el proceso de mitigar los sesgos y prejuicios. La cultura de la educación (aprender de adentro hacia afuera) determina el futuro disponible y el no disponible.

Be fair Review every aspect of the employee experience and assess its fairness. What are the pathways to promotion? Are there pay gaps among any equivalent roles? Are people compensated and rewarded fairly? Fairness can be an especially thorny issue with hybrid teams, where employees who are primarily remote may feel that they’re often overlooked due to a lack of “face time.” Ensure that they feel heard and supported as equal members of the team. Be curious Strong leaders model curiosity — they ask questions and don’t necessarily assume the status quo is the right way. Acknowledge any uncertainties and foster a company culture of learning and problem-solving rather than blind following.

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