Introduction
Hi, I’m Max – High Performance Coach.
As leaders, we often think we’re driven by clear ideals, but beneath the surface, our decisions are influenced by hidden biases—those quiet forces that steer us without our conscious awareness. These biases don’t make us poor leaders necessarily; rather, they make us human. However, if left unchecked, they can shape our businesses in ways that serve our personal needs more than the broader purpose we claim to pursue.
Whenever a leader engages me for coaching, I always ask them what outcomes they’d be seeking in their business – and their answer will reveal their inherent biases.
In today’s reading we’ll explore three important areas where biases can play a role in leadership.
Reflect very honestly on these questions…
1) What is the real purpose of my business in my life?
Beneath the surface, many business decisions are shaped by the leader’s personal needs—often a bias toward security, financial freedom, or significance. While we may think we’re driven by high-minded ideals, such as innovation or impact, personal motivations frequently take center stage. This bias shows up when we prioritize stability or recognition over growth minded risk-taking or selfless service.
For instance, a leader might avoid exploring new business directions, not because it’s strategically unwise, but because the change threatens their sense of security. Or perhaps they push for expansion not purely for the sake of growth, but because the status and recognition tied to it fulfills a personal need for significance. These personal biases can deeply influence the direction of the business without us even realizing it.
Questions to Consider:
- What personal biases—such as security, control, or recognition—might be driving my decisions about the business?
- How much of my business vision is genuinely about serving others versus fulfilling my personal needs?
- If I no longer needed the business for my own sense of identity or security, would I still pursue the same vision?
Why This Matters:
Acknowledging that personal needs influence your leadership doesn’t diminish the value of the business. It allows you to make more conscious, authentic decisions that are aligned with both your personal motivations and the broader impact you want to create.
2) What is my responsibility to my team?
A key bias that often influences leadership is viewing team members primarily as a resource to fulfill business goals. This can lead to a transactional view of leadership, where the focus is on extracting value from the team rather than nurturing their individual growth. This bias often stems from the need to maintain control over outcomes, leading to leadership decisions that prioritize business performance over the well-being of the people driving it.
Leaders who unconsciously hold this bias may talk about caring for their team’s development but still focus their actions on maximizing productivity and results. This might manifest as pushing for short-term gains without considering the long-term impact on employee engagement or personal fulfillment.
Questions to Consider:
- Do I view my team members primarily as a resource to achieve business success, or as individuals to nurture and support?
- How much of my leadership is focused on their personal growth, versus their performance metrics?
- How would my leadership change if I prioritized my team’s well-being as much as business outcomes?
Why This Matters:
If leadership is skewed toward using people as means to an end, it can create a culture where employees feel undervalued. Recognizing this bias allows leaders to shift toward a more balanced approach, where both team growth and business success are equally prioritized.
3) How much do I care about my business’s contribution to the world?
Another common bias is the tendency to prioritize short-term business growth and profit over the long-term impact the business has on the community or the world. This bias often stems from the pressure to succeed and expand, which can overshadow a deeper commitment to contributing something meaningful to society. While leaders may claim they care about making a difference, the bias toward immediate returns can cause them to focus more on what benefits the business directly, rather than what serves the greater good.
This bias is especially powerful in fast-growing businesses, where the pressures of scaling and profitability often drown out broader considerations of social or environmental responsibility. When leaders are primarily driven by this bias, they may overlook opportunities to make a meaningful impact because they are too focused on the bottom line.
Questions to Consider:
- How often does my decision-making prioritize the business’s contribution to the world over its immediate growth or profit?
- If pursuing societal impact meant slowing down growth, would I still make that choice?
- What would change in my leadership if I truly focused on the long-term contribution my business could make to society?
Why This Matters:
When leaders are clear about the balance between growth and contribution, they can make decisions that align with their values. Recognizing this bias allows leaders to consciously prioritize both the business’s success and its broader impact, creating a legacy that goes beyond financial gains.
Conclusion
Our biases influence us whether we recognize them or not. The key isn’t to eliminate them, but to bring them into conscious awareness. By reflecting deeply on these three questions, you’ll start to uncover the hidden forces guiding your leadership. From there, you can make more aligned, authentic decisions that reflect both your personal needs and the broader vision you have for your business.
If today’s reading resonated with you, reach out to me for a conversation here.
Max. High Performance Coach.
