Identify Your Biases

Have you ever looked yourself in the mirror and asked, "Do I have bias?"

Our unconscious bias stems from the way we were raised, who we spend our time with the most, and what we believe. These biases are deemed unconscious because we don't consciously think of them. Due to all of these factors, it is sometimes very difficult to identify our bias.

One way to identify bias is to make a note of comments you make about others. Ask yourself if that was a biased opinion of that person then try to take the necessary steps to not make those judgments again. Once you know where your bias slips out, you can correct those thoughts and actions. This way, your leadership skills will be able to influence more people because you understand all walks of life.

Related Content:

Confronting Bias In The Workplace

Breaking down unconscious bias: Pamela Fuller podcast

Is Bias Calling The Shots In Your Organization?

Download our guide, Manage Your Biases to Better Manage Your Team, to learn some strategies for identifying your biases as a leader and what you can do to manage them.

Walk Away

Give your brain a break by stepping back and walking away from decisions or situations to make sure you are...

Deepen Your Understanding

Few things, if any, can expose your assumptions about people more effectively than getting to know them bet...

Enabling Greatness in People and Organizations Everywhere

Identify Your Biases

Have you ever looked yourself in the mirror and asked, "Do I have bias?"

Related Content:

Previous Article

Next Article

Identify Your Biases

Have you ever looked yourself in the mirror and asked, "Do I have bias?"

Related Content:

Previous Article

Next Article

Other content available

Does everyone know the team’s top two or three priorities (WIGs) and how they will align their efforts to achieve them?

Have you articulated an inspiring vision so your people choose to volunteer their best?

We’re not advocating goals that are easy to reach. Set a goal that challenges the team to rise to their highest level of performance but not beyond it.

Are the efforts of your team members moving your goals forward? How can you make it easier for them to do so?

Effective leaders create systems that make it easier to achieve results. When was the last time you did a “systems check”?

Are you and your team delivering activities instead of results? Are the results the right ones?

What’s preventing you from holding 1-on-1s with each of your team members?

How will you find the courage to keep your team focused on what is most important, including saying no to some of your own best ideas?

Do you see every interaction with team members as an opportunity to build confidence and develop potential?

When was the last time you gossiped or disparaged someone behind their back?

Do your wins come at the expense of others? Or do you allow others to win at your expense?

When was the last time you technically told the truth, but left a misleading impression?

Do you dedicate your time to the activities that will yield the most impactful results on the organization and your team’s mission?

Do you spend as much time celebrating the achievement of goals as you do setting them?

Our paradigms are perhaps the most powerful tools we have in how we interact with others.

How many people on your team are in the right role? Do you need to make adjustments?

If paparazzi had followed you last week, would they have seen a balance of activities at work and outside of work? What’s the impact?

Think of a person who had confidence in you and extended trust. Reflect on its ongoing impact. Will you have the same impact on your team members?

Are you damaging your credibility through too many unfulfilled commitments? Are you a serial over-committer?

Declaring our intent in conversations, especially in adversarial or high-stakes conversations, is crucial to creating mutual understanding, if not mutual agreement.