Self-serving bias is one of the biggest obstacles to inclusive leadership. It describes an individual’s tendency to attribute positive outcomes to their character or skills and blame others or external factors when things go wrong. We tend to interpret information in a way that confirms our existing beliefs and serves our own self-interest.
Giving in to self-serving bias means we don’t actively seek out diverse perspectives and evidence, limiting good decision-making, says Harvard Business School behavioural scientist, Francesca Gino.
We might think we’re already inclusive, that others are more biased than we are.
It’s no wonder, then, that a leader’s awareness of bias (including personal blind-spots) and high levels of humility have a marked increase on employee inclusion levels.
1.Test our assumptions. We can do this by actively seeking out information that challenges our beliefs and assumptions as we develop more nuanced and informed perspectives.
2.Consider the source of information you’re relying on to ensure it is accurate and relevant.
3.Challenge cliques or in groups that are a by-product of similarity bias. Cliques have a negative impact on team relationships and performance. Business psychologist Professor Binna Kandola explains how when we’re in the ‘in-group’, we tend to see other members as individuals and accept their differences. We recall positive information and are prepared to make sacrifices for people in the group.
We see those in the ‘out-group’ as homogenous, minimise differences, and recall less positive information about them. We’re less prepared to offer support and more likely to forget their contribution.
Building relationships across a diversity of backgrounds is one way to reduce cliques.
4.Pay close attention to the individual needs of team members. Just as consumers today expect companies to deliver personalised interactions, employees expect the same.
This focus on individual needs is especially important for neurodivergent employees and employees with disability. Workplace adjustments or ‘performance enablers’, such as modifying equipment or flexible work schedules, make a significant difference.
5.Foster psychological safety. Business psychology research shows that leadership style plays a big part in whether employees do – or do not – speak up at work.
Humility is one of the highest predictors of people feeling they can speak up. That’s why sharing mistakes, acknowledging we don’t have all the answers, and being open to learning is so important.