How to become more aware of our biases.

We often hear that great leaders are rational, strategic, and make decisions based on facts. But in reality, our brain can sometimes become our worst enemy: just look at politicians and their biases around power, money, or sex...

We are full of unconscious biases that distort our perception, influence our management, and sometimes even sabotage our best intentions.

These biases are often unconscious, even invisible—in our team meetings, strategic plans, or in how we manage trust with our colleagues.

So, what can we do?
First and foremost, understand how these biases work, and why they can poison our decision-making.

The Biases That Undermine Our Leadership

There are hundreds of them. Here are a few examples:

1. Confirmation Bias: When you only hear what you want to hear

You like being right, don’t you? This bias pushes us to seek only the information that confirms our opinions.
Asking for feedback on a project? If your managers are afraid to contradict you and go to great lengths to influence your thinking instead of disagreeing openly, you’ve likely fallen into this bias.

Recently, a team of Gen Z marketers I work with asked themselves:
"How can we get Boomers to validate marketing decisions aimed at a Gen Z target?"

2. Anchoring Bias: Beware of first impressions

The first piece of information you hear influences all the ones that follow—whether it's relevant or not.
For instance, I’ll soon be meeting an HR director known to rely heavily on first impressions. That knowledge will push me to over-prepare—even though I know this approach hinders change and complex decision-making.

Antidote: Be aware of the bias, take time to review data and subtle signals before forming an opinion. Be cautious of first impressions, which tend to favor similar styles or ideas. Celebrate the number of times you’ve changed your mind about someone.

3. Halo Effect: When one trait overshadows everything else

An employee shines in one area? You assume they’re excellent at everything—even when they’re not qualified. This bias heavily skews our objectivity and often leads to poor talent management decisions.

Antidote: Take a step back, focus on measurable outcomes, and seek diverse perspectives.

4. Status Quo Bias: Doing nothing is risky too

Why take risks if everything seems to be working? In a constantly evolving world, standing still is falling behind.

Antidote: Anticipate changes, stay actively informed, listen for weak signals, and keep your organization alert—even when all seems well.

5. Overconfidence Bias: Manage your ego

As a leader, it’s tempting to think you have all the answers. But your emotions and ego can cloud your judgment. If you ignore input or warning signs, your decisions might harm your team or company.

Antidote: Celebrate ego checks. Read Buddhist texts for humility, then rebound with Spinoza, the philosopher of desire and joy.

Make Room for Challengers and the "Court Jester"

A visionary leader doesn’t surround themselves with yes-men. Quite the opposite—they value opposing viewpoints that enrich their thinking.
But how do you identify and empower challengers in your team or inner circle? Their goal isn’t to contradict you for the sake of it, but to elevate your leadership and that of your managers.

A Few Tips to Grow:

• How can I ensure divergent ideas have space in my meetings?

• How can I foster a culture where trust allows others to challenge my decisions?

• How can I bring in diverse perspectives and visions into my teams?

The Crucial Role of the “Court Jester”

The "court jester" goes even further than a challenger. While challengers question specific decisions, this role alerts you to recurring biases or blind spots. They’re not afraid to say what no one else dares—but with a constructive, diplomatic, and often humorous tone.

So—are you ready to let your team and challengers test your convictions for more enlightened leadership?

Practical Tips to Integrate These Roles

• Identify your challengers: Look for those who ask tough questions or challenge ideas constructively. Give them visibility in strategic settings.

• Create a safe space: Employees often fear contradicting their boss. Work on emotional regulation and trust to encourage openness—build true psychological safety.

• Get coached: Sometimes you need an external perspective. A coach can act as a mirror, helping you spot biases and sharpen decisions.

• Implement structured 360° reviews with qualitative feedback to track your strengths and areas for improvement.

• Structure your discussions: Try “reverse feedback sessions” where managers and team members share what they would’ve done differently in a recent decision.

Challenge Your Certainties and Take Action

Explore Your Invisible Patterns with the Archetype Game

Are your decisions truly rational—or shaped by unseen patterns?
The Archetype Game, inspired by Carl Gustav Jung, is a powerful tool to explore this. With its 45 cards, it confronts you with figures like the Shadow (your blocks, your limits) and the Light (what feels right and aligned for you).

Take one current project or key mission. Ground yourself, shuffle the deck, and draw 3 or 4 cards. These may reveal insights about your energy, clarity, or what needs shifting.
Could this reading uncover warning signs before they sabotage your strategy?

This game is more than playful—it’s a compass for leaders seeking perspective and awareness of their hidden strengths.

Strengthen Your Feedback Culture

A poorly calibrated decision can stem from a lack of perspective. How to avoid that?
Create a culture where sincere feedback is the norm, boosting your team’s resilience.

• Build real trust: How can you encourage your teams to offer constructive feedback without fear?

• Encourage positive feedback acceptance: In many Latin cultures, receiving praise is uncomfortable—this is a skill that needs to be learned.

• Foster upward feedback: Welcome input from all levels, including more junior team members.

Take a Step Back from Your Decisions

The busyness of daily operations and the glorification of constant action can distort your judgment.
Block 2 to 4 hours a week for strategic reflection on your key projects. Before a major decision, ask yourself:

• Am I really considering all available perspectives?

• Is my emotional state affecting my judgment?

• Are my choices based on solid data or just gut feeling—and is that intuition currently trustworthy?

These simple but powerful questions can help you become a more confident and aligned leader.

Your unconscious biases won’t disappear overnight—but ignoring them is a luxury you can’t afford.
By working on yourself, embracing challengers, and using tools like the Archetype Game, your emotional awareness becomes an asset to your leadership.

Leadership is not just about results. It’s a journey toward clarity, balance, and trust in yourself and your team.

By adopting these practices, you’ll create a space where biases lose their power—and where decisions gain clarity and impact.

So, are you ready to challenge your own certainties and become the leader you aspire to be?

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