Tag Authentic Leadership

Earning the Right to Lead

Steve Keating Leave a comment

One of the most common mistakes new leaders make is assuming that their position or title makes them a leader. It is as if one day they were individual contributors and the next day they were a respected leader. All because they have a new title or a position higher up in their organization.

But all the title or position does is give them the opportunity to earn the right to lead. It’s an opportunity that was available to them before they even had that position or title. They either didn’t realize it, or more likely, saw no need to earn the right to lead until they were actually in a leadership position.

But anyone who truly leads has earned that right by developing certain qualities and characteristics that inspire trust, respect, and commitment from others. They know that leadership is less about their title and more about the influence they build through their actions.

Here’s how you can also earn the right to lead.

1. Lead by Example

• Integrity: Do what you say you will do. Consistency in your values and actions builds trust.

• Work Ethic: Be willing to do the hard work. People follow those who demonstrate commitment. Never, ever forget that you’re leading by example, whether you intend to or not. It’s foolish to expect the people you lead to outwork you. You must show the way before you can lead the way.

• Humility: Acknowledge your mistakes and remain open to feedback and learning.

2. Develop Strong Relationships Throughout Your Organization

• Empathy: Understand and care about the needs, feelings, and challenges of others. Leaders who show empathy build deeper connections with their teams.

• Active Listening: Pay attention to others’ input, showing that their opinions are valued.

• Trust: Earn and give trust by being reliable, supportive, and respectful. We all have within us what I call a “credibility bank.” Every time we do exactly what we say we will, a small deposit is made into our credibility bank. Each time we fail to do exactly what we said we would do, a large withdrawal is made from that same credibility bank. That may not seem fair, but that’s the way it is. When your credibility balance goes too low, you lose the opportunity to lead.

3. Be Competent

• Knowledge and Skills: Demonstrating expertise in your field and continuously learning builds credibility. When people know you’re skilled, they’ll trust your decisions.

• Decision-Making: Be decisive but also thoughtful. Balancing analysis with intuition helps others to believe in your leadership.

• Problem Solving: Leaders who can navigate challenges and come up with effective solutions gain the confidence of those they lead. And always remember, you are not the only one in your organization with good ideas. Listen to your team; your success as a leader depends on it.

4. Serve Others

• Servant Leadership: Prioritize the needs of your team and help them succeed. When people feel you’re invested in their growth, they’re more likely to follow you.

• Support and Empower: Encourage your team, give them the tools and freedom to excel, and celebrate their successes, big and small.

5. Communicate Frequently and Effectively

• Clarity and Transparency: Be open about your goals, vision, and the reasoning behind decisions. Clear communication reduces uncertainty and builds trust. Information is the enemy of rumor. The more effectively you communicate with your people, the fewer productivity-killing rumors you’ll have to deal with.

• Inspire: Share a vision that motivates others. A good leader knows how to articulate purpose and drive passion.

6. Build Credibility Over Time

• Consistency: Leadership is earned through long-term behavior, not one-time acts. Be consistent in your character, values, and performance.

• Accountability: Hold yourself accountable for your actions and the outcomes of your team. When things go wrong, accept responsibility; when things go right, share credit.

7. Adaptability

• Embrace Change: Leaders must be flexible and open to new ideas. Being adaptable demonstrates that you’re capable of guiding others through evolving situations.

• Resilience: Show strength in tough times. People look to leaders for confidence and direction when facing adversity.

8. Emotional Intelligence

• Self-Awareness: Understand your own emotions, strengths, and weaknesses. Leaders who are self-aware make better decisions and manage relationships effectively.

• Social Awareness: Recognize group dynamics, understand others’ emotions, and respond appropriately. This skill helps navigate complex interpersonal situations.

These are the qualities and characteristics that will help you earn the right to lead. By consistently embodying these traits, you build trust, respect, and influence. That ensures you have the commitment of the people you lead.

People in leadership positions who lack these qualities and characteristics can attempt to force the compliance of their people, but it’s unlikely they will ever have their commitment.

Not All Leaders Are Leaders

Steve Keating 1 Comment

Okay, here’s my entry for the understatement of the year: There are a lot of people in leadership positions who are poor leaders.

In fact, most people in leadership positions (and I really mean “most”) are barely leaders at all. The prevalence of poor leaders can be attributed to a variety of factors. I believe the single biggest reason is that many, many people in leadership positions have no idea what leadership is actually about.

Leadership is about people. People and only people. Management is about things. It’s about stuff. You manage budgets. You manage inventories. You manage spreadsheets and buildings. But you lead people. When you are in a leadership position and you attempt to manage people, you cause the vast majority of what you think of as personnel issues.

Things like poor attitudes. Poor work ethic. Poor morale, and much, much more. All caused because people resist being managed. You’ve likely heard of many people complaining about being “over-managed. It’s unlikely you’ve ever heard of anyone complaining about being over-led.

The fact is, you can manage people without caring for them. Many people in leadership positions try to do just that. It often produces horrific outcomes but they keep trying nonetheless.

You cannot truly lead people without caring for them. Really caring. Caring so much that you regularly show it. Caring for the people you lead often produces spectacular outcomes. It is fulfilling and rewarding. It’s a huge win for the people being led, for the leader, and for their organizations.

Aside from not understandings the difference between leading and managing, there are additional reasons that so many people in leadership positions don’t actually lead. Some stem from individual traits, others from organizational culture, and broader societal influences. Here are several more reasons why poor leadership is so common.

1. Lack of Emotional Intelligence

Many people in leadership positions lack emotional intelligence. Emotional intelligence involves self-awareness, empathy, and effective communication. Without these skills, leaders struggle to manage their own emotions, build meaningful relationships, and inspire their teams. They may focus on their own needs rather than those of their teams.

2. Promotion Based on Technical Skills

In many organizations, employees are promoted to leadership roles based on their technical expertise rather than their ability to lead. A great engineer, accountant, or salesperson may not have the necessary skills to lead people effectively. The Peter Principle highlights this tendency, where people rise to their “level of incompetence.”

3. Inadequate Training and Development

Many leaders do not receive adequate training or mentorship to develop strong leadership skills. Organizations often assume that leadership is an innate ability. In reality, it is a skill that requires continuous learning and practice. Research shows that upwards of 80% of people in leadership positions have less than 60 minutes of formal leadership training. Is it any wonder that they struggle so mightily?

4. Toxic Organizational Cultures

Some organizations have cultures that reward the wrong behaviors. They include aggression, self-interest, or risk avoidance. These environments can foster poor leadership, as individuals who thrive in such cultures often lack qualities like empathy, vision, or ethical decision-making.

5. Overconfidence and Narcissism

Some people in leadership positions are overly confident in their abilities or exhibit narcissistic tendencies. Such leaders may prioritize their own image and success over the welfare of their team. This leads to poor decision-making, a lack of collaboration, and employee dissatisfaction.

6. Short-Term Focus

Leaders may be pressured to deliver short-term results. This often leads them to make decisions that undermine long-term success. This can result in cutting corners, disregarding employee well-being, and overlooking the strategic direction of the organization.

7. Power and Ego

Leadership often comes with power, which can corrupt or inflate a person’s ego. Some people in leadership positions focus on their power and status. They fail to empower their teams or foster collaboration. This often leads to authoritarian styles of leadership, where input from others is dismissed.

8. Cultural and Societal Expectations

In some societies or organizations, leadership qualities like assertiveness or dominance are overly valued. This can promote people who are aggressive or self-serving into leadership roles while overlooking more collaborative, inclusive, and empathetic individuals.

9. Ineffective Feedback Mechanisms

Poor leaders often remain in their positions because there is no effective system for providing feedback or removing them. Organizations may fear confrontation, or leaders may have too much influence, preventing corrective measures from being taken.

10. Failure to Adapt

Poor leaders fail to adapt to changing circumstances, such as shifts in organizational goals, technology, or market conditions. Their inability to evolve or embrace new approaches can lead to stagnation, mismanagement, and discontent within their teams.

Poor leadership is often a result of systemic issues, such as the failure to prioritize leadership development, reward the right behaviors, or create cultures that value strong, empathetic, and visionary leadership.

Those systemic issues set up leaders for failure. They create a repeating cycle. The only way to short-circuit that cycle is to create a culture that focuses on the value of leadership. A culture that develops leaders and sets them up for success. Those leaders develop more leaders.

That sets the organization up for explosive growth.

Every organization needs great management. But, they need great leadership too. Understanding the difference between the two is the first step to having both.

But I Don’t Want to Be a Leader

Steve Keating 2 Comments

I recently had a conversation about leadership with the owner of what I would call a big, small company. He employs about 800 people, so not a small company but not really a big one either.

Anyway, we were talking about what type of person he generally tries to employ. He said he only hires people who want to be leaders. He went on to explain that having the opportunity to lead others, and not taking advantage of it, is a terrible waste. It shows laziness on the part of the person. He doesn’t want lazy people on his payroll.

He said it also shows an extreme level of selfishness, and he won’t have selfishness messing with the culture of his company. I assured him that his thoughts were understandable. I then also assured him that those same thoughts were, while understandable, also very wrong.

Not everyone is cut out to lead. Not everyone needs to lead to be successful. Organizations need individual contributors every bit as much as they need leaders. Hiring only people who aspire to positions of leadership is a recipe for organizational failure.

If you’re one of the many people who do not aspire to a position of leadership, don’t let others try to tell you that you’re wrong. Don’t let them make you feel that somehow you are “less” than those who do aspire to a leadership role.

You should know, without a doubt, that it is completely okay not to aspire to a leadership position. Here’s exactly why that is true.

1. Personal Fulfillment: Not everyone finds fulfillment in leading others. Some people derive more satisfaction from roles that allow them to focus on their specific skills, passions, or areas of expertise. Leadership often requires a shift away from hands-on work to more strategic tasks. Those tasks might not align with what makes someone happy or motivated.

2. Work-Life Balance: Leadership positions often come with increased responsibility. This can lead to longer hours, more stress, and a greater impact on one’s personal life. For some, the trade-off between career advancement and maintaining a healthy work-life balance isn’t worth it.

3. Different Career Goals: Career success looks different for everyone. Some people may value mastering a craft, contributing to meaningful projects, or working in a supportive team environment over climbing the corporate ladder. Success doesn’t have to mean being in charge.

4. Comfort with Current Role: Many people are content and fulfilled in their current roles. They might enjoy the work they do, feel appreciated, and see no need to take on additional responsibilities. If someone is happy where they are, there’s no need to pursue a leadership position just because it’s the traditional path to advancement.

5. Leadership Isn’t for Everyone: Leadership requires a specific skill set. These skills include decision-making under pressure, managing diverse personalities, and navigating organizational politics. Not everyone has an interest in developing these skills, and that’s perfectly fine. Recognizing one’s strengths and preferences is crucial in building a satisfying career.

6. Contribution in Other Ways: You can make significant contributions to an organization or cause without being in a leadership role. Many people are the backbone of their teams. They provide critical support, innovation, and expertise. They work drives success from behind the scenes.

7. Contentment and Satisfaction: Some individuals might feel content and satisfied with their current position and responsibilities. They may prefer stability and predictability over the challenges and uncertainties that often come with leadership roles.

It’s important to remember that everyone’s career journey is unique. What matters most is finding a path that aligns with your values, needs, and aspirations. Leadership is one way to have a meaningful and successful career. But it is far far from the only way.

People Matter and They Need to Know It

Steve Keating Leave a comment

Even though I may have never met you, I know something about you that is irrefutable. What I know is that you have a basic human need to know that you matter. That you are significant to someone. That you make a difference in the world.

I would like to think that I don’t personally have that need. In some ways, it almost feels like a weakness to me. Except I know that deep inside, I do have that need. I also know that it absolutely is NOT a weakness. Having that need is simply proof that I am human.

A long time ago, in a land far far away, (and a heck of a lot cooler) I was celebrating my 10th anniversary for a company that I would go on to work at for a couple more decades. For each milestone anniversary, the company would allow you to select a remembrance gift from a catalog.

On the date of my anniversary, the gift was presented to me by a couple of my bosses. One of them was the Director of Sales. I’d bet a million bucks that he wouldn’t remember this, but he said one short, simple sentence to me that I’ll likely never forget. He said, “Thanks for what you do; you make us all better.”

And there it was. Verification that I helped people. I made a difference. What I did mattered. It was recognized and verbalized by someone I greatly respected.

I had dozens and dozens of cards and letters from people, literally from all over the world. They thanked me for helping them and for the difference I had made in their lives. But somehow, having someone look you in the eye and say it to your face was much more powerful.

If you’re a leader, you absolutely must understand that your people NEED to know they matter. That what they do makes a difference. Making certain they know that, without a doubt, is one of the most vital functions of leadership.

A leader can demonstrate to their people that they matter by taking actions that emphasize respect, recognition, and support. Here’s how:

Active Listening:

• Engage in Conversations: A leader should listen attentively to their team members, valuing their input and ideas. This shows that their opinions are respected and considered.

• Respond Thoughtfully: Acknowledge concerns and provide constructive feedback, demonstrating that their voices are heard and valued.

Recognition and Appreciation:

• Celebrate Achievements: Recognize individual and team accomplishments publicly. This could be through awards, shout-outs in meetings, or personalized notes of appreciation.

• Acknowledge Effort: Even when outcomes aren’t perfect, recognizing the effort and dedication shows that the leader values their commitment.

Empowerment:

• Delegate Meaningful Tasks: Trust team members with responsibilities that challenge them and allow for growth. This signals that the leader believes in their capabilities.

• Provide Opportunities for Development: Support their professional growth through training, mentorship, and opportunities to lead projects, showing that their development is important.

Support and Advocacy:

• Be Accessible: Maintain an open-door policy where team members feel comfortable sharing their thoughts, concerns, or ideas.

• Advocate for Their Needs: Stand up for the team’s needs, whether it’s for resources, time, or recognition, demonstrating that their well-being is a priority.

Foster a Positive Culture:

• Promote Inclusivity: Ensure that everyone feels included, respected, and valued, regardless of their role or background.

• Encourage Work-Life Balance: Respect personal time and promote a culture that values health and well-being, showing that the leader cares about their holistic experience.

Lead by Example:

• Demonstrate Integrity and Empathy: By showing fairness, empathy, and consistency in actions, a leader can reinforce the message that everyone matters.

• Be Transparent: Share relevant information and explain decisions to help team members understand the bigger picture, fostering trust and a sense of belonging.

As a leader, you should consistently exhibit these behaviors. They create an environment where people feel valued, respected, and motivated, reinforcing the idea that they matter.

The key word in that sentence is “consistently.” Helping people understand how and why they matter needs to be a part of what you do every day. You don’t do it in your spare time; you don’t do it when you can find the time. You put it at the top of your daily task list. You don’t allow a day to pass without letting at least one member of your organization know how they made a difference. No excuses!

Being a Leader that People Will Want to Follow

Steve Keating 3 Comments

I’ve worked with many people who wanted to be a boss. They would make comments such as, “When I’m the boss, they will have to do what I tell them to do.” They aspired to a position of leadership so they could force people to follow “orders.”

I had a ready-made answer for those people. The answer was, “you may be able to get them to do something, but it’s highly unlikely you’ll get them to do it well.” That’s because the best a boss, or most managers, can hope for is the compliance of their people. Compliant people may do what they are told but they almost never pour their heart and soul into doing it. They are most often “bare minimum doers” who do as little as possible. Most often doing just enough to keep their jobs.

Only committed people do more than required. And despite what many organizations say in their mission statements, their people are NOT committed to the organization. That’s because people can only commit to other people. Commitment is very personal. Humans don’t make commitments to their cars. Their houses, their boats, or anything. Not even the place they work at.

They make commitments to other people. So long as they know those people are also committed to them. Most bosses and managers do not possess the characteristics required to build committed relationships with their people. Authentic Leaders do.

People may be forced to comply with a boss, but they want to follow an Authentic Leader. They want to perform well for their leader. They will indeed make a huge effort, consistently doing more than is required of them.

Authentic Leaders create an Authentic Followership. It’s from those followers that they grow more leaders.

It all begins with being the type of leader that people will want to follow. Being a leader that people want to follow does not necessarily require holding a position of authority. It does require building trust, demonstrating integrity, and inspiring others.

If your goal is to be an Authentic Leader, one who others will be excited to follow, then here are some key principles to consider.

You lead by example. Integrity is vital when leading by example. Whether you realize it or not, you ARE leading by example. You must show honesty and consistency in your actions. Follow through on your promises, and adhere to the same standards you expect from others.

If you want dedication and commitment from your people, then you must demonstrate dedication and commitment. People are more likely to respect a leader who works as hard as they do.

Communication reigns supreme. Keep your team informed about important decisions and changes. Clear, honest communication builds trust and reduces uncertainty. There is some information that must remain private, but not much. Withholding information which could be shared does not make you more powerful; it makes your team weaker.

And remember, effective communicators are also excellent listeners. So pay attention to the ideas, concerns, and feedback of your team members. This not only helps you understand their perspectives but also makes them feel valued.

Empowerment is more than a buzz word. Trust your team with responsibilities and give them the autonomy to complete tasks. This not only fosters growth but also shows that you have confidence in their abilities. This is a vital step in building more leaders in your organization. If you’re a micromanager, then you’d best be prepared to accept micro accomplishments from your people.

Never stop investing in your team’s professional growth. Offer opportunities for learning and development, and provide the resources they need to succeed. As an Authentic Leader, your own success is completely dependent upon the success of your people. Keep the focus on developing your people, and they will help you and the organization succeed.

Consistently inspire and motivate the people you lead. No one is going to commit to following you until they know where you’re going. Articulate a clear and compelling vision that inspires others to contribute. When people understand the bigger picture, they are more motivated to work toward common goals.

If you want enthusiastic followers, then show enthusiasm for your work. Passion is contagious, and when your team sees your genuine excitement, they are more likely to share it.

Show your people that you truly care. One of the greatest truths of leadership is that people don’t care how much you know until they know how much you care… about them. Be aware of your team members’ individual needs and challenges. Show empathy in difficult situations and be supportive when they need it.

Foster, at all times, a culture of respect, inclusivity, and collaboration. A positive work environment leads to higher morale and stronger team cohesion.

Be a decider. Make informed decisions in a timely manner. Even when tough choices are necessary, being decisive helps maintain momentum and confidence. Once you’ve made the decision, take responsibility for your actions and the outcomes of your decisions. Admit mistakes when they happen, and focus on finding solutions rather than placing blame.

Everything you say and do either adds to or subtracts from your credibility. Be reliable in your actions and decisions. Consistency builds trust, as your team will know what to expect from you. Treat everyone with fairness and impartiality. Avoid favoritism, and ensure that all team members have equal opportunities.

People need recognition. Regularly recognize and celebrate the achievements of your team. Public acknowledgment boosts morale and motivates others to excel. Consistently show appreciation for the efforts of your team members. A simple thank-you can go a long way in making people feel valued.

By developing these characteristics, you’ll create a culture where people feel motivated, respected, and eager to follow your lead. Authentic Leadership is about inspiring and guiding others to reach their full potential. When done right, it can lead to tremendous success for both individuals and the team as a whole.

Why Little Details Are a Big Deal

Steve Keating Leave a comment

Steve Jobs was a big believer in getting the details right. He said he’d rather wait to launch a product until every detail was exactly right. Professional salespeople know that when details fall through the cracks the sale often does too.

It really doesn’t matter what kind of work you do; details, the “little things,” often make the difference between success and failure. Between winning and losing. Between earning that promotion or being stuck where you are.

They also make a difference in our personal lives. When others know that you will do exactly what you said you would do, exactly when you said you would do it, exactly how you said you would do it, you build trust. Trust is the foundation for every successful, lasting relationship we have.

Details matter, and if you tell yourself they don’t, you are either being lazy or foolish. Possibly both. I know that’s kind of harsh but honesty with yourself is step one in the self-improvement process.

You can become more detail-oriented by focusing on the finer points of commitments, tasks, and projects to ensure accuracy and thoroughness. Here are some strategies to help.

1. Plan and Organize:

◦ Create To-Do Lists: Break down tasks into smaller, manageable steps.

◦ Use Calendars and Schedules: Allocate specific times for tasks and stick to your plan.

2. Develop Good Habits:

◦ Double-Check Work: Always review your work for errors or omissions.

◦ Stay Organized: Keep your workspace and digital files in order to reduce distractions and errors.

3. Practice Mindfulness:

◦ Stay Present: Focus fully on the task at hand and avoid multitasking. Some of you won’t like hearing this, but the only proven benefit of multitasking is that it helps you screw up more than one thing at a time.

◦ Take Breaks: Short breaks can help maintain concentration and prevent burnout.

4. Enhance Observation Skills:

◦ Notice Details: Train yourself to observe and remember small details in everyday life.

◦ Practice Memory Games: Engage in activities that challenge your memory and attention to detail.

5. Utilize Tools and Technology:

◦ Checklists and Templates: Use checklists to ensure you don’t miss any steps in a process. This may seem counterintuitive, but the more repetitive the task, the more beneficial a checklist becomes.

◦ Software Tools: Employ software for task management, proofreading, and data verification.

6. Seek Feedback:

◦ Ask for Input: Get feedback from colleagues or mentors on your work to identify areas for improvement.

◦ Learn from Mistakes: Analyze any mistakes you make to understand what went wrong and how to avoid it in the future.

7. Cultivate a Routine:

◦ Consistent Workflow: Establish a routine that includes regular times for planning, working, and reviewing.

◦ Healthy Habits: Maintain a healthy lifestyle with adequate sleep, exercise, and nutrition to support cognitive function.

8. Develop Patience:

◦ Take Your Time: Allow yourself enough time to complete tasks thoroughly.

◦ Avoid Rushing: Rushing through tasks increases the likelihood of mistakes. As someone much smarter than me once said, “if you don’t have time to do it right the first time, how will you ever have time to do it again?”

9. Focus on Accuracy:

◦ Prioritize Quality: Aim for high-quality work rather than just completing tasks quickly.

◦ Use Resources: Refer to guides, manuals, or experts when in doubt to ensure accuracy. Do not guess.

10. Continuous Learning:

◦ Stay Informed: Keep learning and updating your knowledge in your field. The most successful people learn something from almost every single day. Keep that in mind the next time you think you know enough.

◦ Attend Workshops: Participate in workshops or courses that emphasize attention to detail.

Incorporating these strategies into your daily routine will cause some people to call you anal. You can take comfort in knowing those people are likely pretty sloppy with details. They might be calling you names but you’ll be so far ahead of them you’re be unlikely to hear them.

Improving your attention to detail, like most things in life, is a choice. The sooner you make that choice, the sooner all areas of your life will improve. Why not make that choice today?

The One Weakness All Leaders Have

Steve Keating Leave a comment

There is one great weakness that all leaders have. It makes no difference if they are a leader by title or position, and it makes no difference if they are an Authentic Leader. That weakness is that they are human beings.

For an Authentic Leader that is also their greatest strength. But they never lose sight of the fact that it is also a potentially dangerous weakness. That’s because, as humans, we “connect” better with some humans than others. There are people we just naturally hit it off with, and there are people we may never “click” with.

Sometimes we know why we “just don’t click.” Oftentimes we don’t. Sometimes the reason we don’t can be an unconscious bias. If your goal is to be an Authentic Leader, you must raise your unconscious bias to a conscious level. That will help you understand and connect with every member of your team.

Not surprisingly, one of the biggest challenges with moving from an unconscious bias to a conscious bias is realizing that you have an unconscious bias. Most people, and therefore most leaders, would tell you that they don’t have any unconscious biases.

I was part of an interview team a while back, and we interviewed a guy who seemed perfect for the role. But another member of the interview team was questioning the candidate’s judgment. When I asked why he said, “didn’t you notice the tattoo on his neck?” I guess I had noticed but didn’t pay much attention to it.

My co-worker couldn’t explain why, but he felt a tattoo on the neck indicated poor judgment. I suspected immediately we were dealing with an unconscious bias. I suggested he keep that thought to himself because the interview team was going to ignore it anyway. I also warned him that HR wouldn’t be exactly impressed with his thought process.

We hired the guy and later learned that the tattoo was a tribute to a buddy who was killed in Iraq, while saving our new hire’s life.

To this day, my co-worker doesn’t think he’s biased in any way towards people with tattoos. He’ll only say that tattoos don’t belong on anyone’s neck.

You’ll never deal with an unconscious bias that you don’t know you have. Uncovering unconscious biases in yourself involves some self-reflection, education, and lots of active, intentional practice.

Here are some steps to help you identify and address your unconscious biases.

1. Self-Reflection and Awareness

• Introspection: Spend time thinking about your own beliefs and values. Consider where they come from and how they might influence your perceptions of others.

• Mindfulness: Practice mindfulness to become more aware of your immediate thoughts and feelings. This can help you catch biases as they arise.

2. Education and Exposure

• Diverse Perspectives: Engage with a wide range of media, literature, and art from different cultures and communities. This can broaden your perspective and challenge stereotypes.

• Learn About Bias: Educate yourself on different types of biases (e.g., confirmation bias, availability bias) and how they play out in everyday life.

3. Seek Feedback

• Ask for Input: Invite friends, family, or colleagues to provide feedback on your behavior and attitudes. Sometimes others can see our biases more clearly than we can.

• Mentorship: Seek mentors or coaches who can provide guidance and perspective on recognizing and addressing biases.

4. Engage in Conversations

• Open Dialogue: Have conversations with people from diverse backgrounds. Listen actively and empathetically to their experiences and perspectives.

• Challenge Assumptions: When you notice assumptions or stereotypes in your thinking, question them. Ask yourself why you hold these beliefs and whether they are based on evidence.

5. Practice Empathy

• Perspective-Taking: Try to see situations from the perspective of others, especially those who are different from you.

• Compassion: Cultivate compassion for others, recognizing that everyone has unique experiences and challenges.

6. Implement Changes

• Set Goals: Establish specific, measurable goals to address your biases. For example, aim to diversify your social circle or consume media from different cultures regularly.

• Take Action: Make conscious efforts to act in ways that counteract your biases. This could involve speaking up against stereotypes or supporting inclusive practices in your community or workplace.

7. Continuous Learning

• Stay Informed: Keep up to date with research and discussions about bias and diversity. Learning is an ongoing process.

• Reflect Regularly: Periodically reassess your beliefs and behaviors to ensure you continue to grow and address any biases that emerge.

Having an unconscious bias doesn’t make you a bad person. It means you’re human. Everyone, that’s a big statement but I really believe that everyone has one or more unconscious biases. By actively engaging in these steps, you can uncover and address these biases. That will allow you to better understand yourself. Understanding yourself is absolutely vital if you want to understand someone who may be different from you.

As humans, we’re all a work in progress. The humans willing to put in the work to overcome their unconscious biases will indeed make progress. Progress towards being a better leader and a better human too.