Leaders would like to think that they lead in unbiased ways. However that’s easier said than done. The fall of man affected every part of who we are, including our thinking. Brain biases abound. A Google search reveals almost 200 different brain biases. Among those 200, what brain biases pose the greatest threat to effective leadership? In this post I explain five and suggest an idea for each to counter its potential negative impact.
Scientists call these brain biases cognitive biases, judgment errors that rise from our tendency to mentally jump to conclusions. Daniel Kahneman, Nobel prize winner and author of the book, Thinking, Fast and Slow, calls them heuristics, mental shortcuts we use when we make decisions. Because our brain has limited energy, we can’t consciously ‘think’ before every decision. Therefore, we intuitively make many decisions (over 40% of what we do is habit) that require limited mental resources and allocate our brain energy only to those that require our immediate attention. As a result, we sometimes don’t make the best decisions which can impair our leadership.
5 Brain Biases that Limit Leaders
The confirmation bias.
This bias reflects our preference for those who agree with us. We subconsciously look for people and information to confirm our preexisting beliefs, actions, and attitudes. As a result we spotlight only the information that supports the decision we want to make and we tend to discard negative input that we need to see the full picture and make the wisest decision.
- Suggestion: Do a pre-mortem on a planned ministry or initiative. Before you make the decision, gather your team and ask, “Let’s assume we did (such and such) and it gloriously failed? What would we say contributed to the failure?” Allow full and frank discussion. This post goes into greater detail about this bias.
The planning fallacy.
This bias explains how our plans and forecasts tend to mirror best case scenarios. When we plan a new initiative, we tend to assume everything will go as planned, with few bumps or obstacles along the way. For example, studies show that college students tend to vastly underestimate how long it takes to write a major paper.
- Suggestion: Assume that your project will take you 50% longer than you anticipate. Schedule that extra time into your calendar. If it takes less than that, consider it bonus time to spend on other projects.
The sunk cost bias.
This bias appears when we’ve invested considerable time and effort into something that is not going well, but we simply can’t give it up. If we did, we’d feel like a failure. This often happens in churches when we keep a ministry alive when we need to kill it.