Leaders Who Manage Perception Bias
Are More “Judgeable”

Perception-BiasHow do you come across to other people? Is what you say the same as what people hear? No matter how clear you think you are as a leader, people don’t always perceive you the way you intend to be perceived. Let’s face it, everyone has perception bias. If you don’t manage perception biases, people will misjudge you.

You may not be very easily “judgeable.” Some of us are more knowable than others. Leaders who are easier to understand deliberately express themselves in ways that encourage more accurate perceptions. Psychologists refer to this as “judgeability.”

Introverted leaders who reveal little about themselves will have a hard time with judgeability. Similarly, if you aren’t shy about sharing your accomplishments, you’ll also meet listeners’ resistance (unless you clarify your intentions). For example, telling people you graduated at the top of your class or turned around a failing company isn’t as effective as articulating the strengths that helped facilitate these results.

In leadership communications, if you don’t tell people what they need to know, their brains will fill in the blanks, creating a personality profile that may or may not be accurate. I’ve seen this happen with the leaders I coach.

Perception Bias

Are you aware of the perception bias of your listener? Perceivers rely on rules of thumb so their brains don’t have to work too hard. Here are some common perception biases.

  1. Confirmation Bias. When people look at you, they see what they’re expecting to see. They hear what they’re expecting to hear. They seek (and will probably find) evidence that matches their expectations.
  2. Primacy Effect. First impressions strongly influence how we interpret and remember information. People resist changing opinions once they’re formed.
  3. Stereotypes. Most people are biased, yet they deny being so. We are unconsciously influenced by stereotypical beliefs about gender, race, sexual orientation, ethnicity, professions, socioeconomic classes and education. We categorize people on various dimensions, including facial features. It’s human nature. Our brains are wired to quickly sort friend from foe. We cannot turn off this feature, but we can become conscious of it and make necessary modifications.
  4. Halo Effect. We tend to assume that people who possess one positive quality also have many others. For example, we often judge a good-looking person to be smart and charming, even without evidence.
  5. False-Consensus Effect. We assume other people think and feel exactly the way we do. We erroneously believe our bad habits are universal and normal. We also tend to believe that we have better values and are generally more honest, kind and capable than others (the false-uniqueness fallacy).

Managing Others’ Biases

You never start from scratch when meeting new people. Their brains are rapidly filling in details about you, even if you’ve never met them before.

The more you consider listeners’ likes, dislikes, strengths and weaknesses, the better you can anticipate what they’re projecting onto you. Work on emphasizing your good qualities to benefit from positive stereotypes and halo effects.

While humans are wired to make assumptions based on first impressions, we’re also capable of correcting those impressions—as long as we see value in doing so. The more you can become aware of the biases and assumptions going on in listeners’ minds, the more you can make your intentions explicit. The better you’ll become at managing perceptions.

What do you think? I’d love to hear your experiences. You can contact me here and on LinkedIn.

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