Common Errors in Judgment: 13 Cognitive Biases That Undermine Your Leadership, and How to Overcome Them Why Do We Get People So Wrong? Have you ever sized someone up in a matter of seconds—only to later realise you were completely off the mark? Maybe you assumed a new colleague was unreliable because they arrived late once, only to find out later they had a family emergency. Or perhaps you instantly clicked with someone, only to be blindsided when they let you down. We all make snap judgments—and we all get them wrong. Welcome to the Conscious Leadership Blog, where we don’t just talk about leadership in business; we talk about leading yourself first. Today, we’re diving into cognitive biases — those mental shortcuts that can distort reality, cloud judgment, and even sabotage success. The truth is, nothing sits in isolation, everything is connected. The way you judge others affects your decisions, relationships, career, and confidence. So, let’s explore why we make common errors in judgment, how they hold us back, and—most importantly—how to stop them. The Value: Why Should You Care? If you want to: Make better decisions in leadership, business, and life. Build stronger relationships without unconscious bias getting in the way. Improve your emotional intelligence and avoid costly mistakes. Lead with clarity and confidence, rather than knee-jerk reactions. …then this blog is for you. Cognitive biases don’t just affect managers, CEOs, or HR professionals. They affect every single one of us. They shape how we see the world, influence who we trust, and impact the opportunities we create—or miss out on. The good news? Awareness is power. Once you recognise your biases, you can actively challenge them and start making conscious, informed decisions rather than being led by mental shortcuts. Let’s dive in. Why Do We Judge People Incorrectly? Humans love shortcuts. Our brains are wired to save time and energy, so rather than processing every piece of information objectively, we fill in the gaps based on what we already “know.” Here’s the problem: what we think we know is often wrong. We see and hear what we want to see and hear—not necessarily what’s true. We judge people based on one small thing rather than the full picture. We assume others think like us, act like us, and hold the same values. It’s not your fault — it’s biology. But just because our brains are wired this way doesn’t mean we should accept it. Conscious leadership means questioning everything — including yourself. So, what are the most common cognitive biases tripping you up? 13 Common Cognitive Biases That Influence Judgment Halo & Horns Effect Ever assumed someone was amazing because of one good trait, or terrible because of one mistake? That’s the halo (good) and horns (bad) effect in action. Example: You think someone is competent just because they’re confident, or dismiss them because they’re shy. Confirmation Bias We actively seek out information that confirms what we already believe and ignore anything that contradicts it. Example: If you think someone is untrustworthy, you’ll notice every little “proof” of it, while ignoring signs that they are actually reliable. Surface Bias Judging a book by its cover — literally. Example: Assuming someone is intelligent because they dress well or that they are disorganised because their desk is messy. Leniency Bias Being too soft because it’s easier than giving constructive feedback. Example: Letting someone off the hook in a performance review because you do not want an uncomfortable conversation. In-Group Bias Favouring people who are similar to you. Example: Hiring someone because they remind you of yourself rather than because they are the best candidate. Central Tendency Bias Sitting on the fence and avoiding extreme judgments. Example: Giving everyone the same average rating in an appraisal to avoid making real decisions. Contrast Bias Judging someone in comparison to others rather than on their merit. Example: Thinking an employee is “brilliant” because they’re better than the worst performer, not because they are actually excelling. Affinity Bias Liking someone just because you have things in common. Example: Bonding over a shared hobby and unconsciously rating their skills higher. Recency Bias Over-focusing on recent events rather than the big picture. Example: A team member who’s had a great last month gets a promotion, even though their performance was weak before that. Spillover Bias Letting past experiences cloud your current judgment. Example: Assuming a formerly underperforming employee will always struggle, even when they’ve improved. Blind Spot Bias Failing to see your own flaws while spotting them in others. Example: Criticising a colleague for poor time management while constantly missing deadlines yourself. Negativity Bias Focusing on the bad and ignoring the good. Example: One mistake wipes out years of solid performance in your mind. Naivety Bias Believing everything you hear without questioning it. Example: Assuming gossip about a colleague is true without ever verifying it.   How to Stop Letting Bias Control Your Decisions So, what can you do? The key to conscious leadership is awareness and action. Self-Reflect Daily Start noticing when and how you judge others. Ask yourself: Am I making assumptions? Do I have all the facts? Is this based on truth or bias? Challenge Your Thinking When you find yourself jumping to conclusions, pause. Look for evidence. What’s the bigger picture? Seek Different Perspectives Surround yourself with diverse thinkers—not just people who agree with you. Slow Down Your Decisions If it’s important, don’t decide in seconds. Reflect, analyse, and make a conscious choice. Get Comfortable With Being Wrong The best leaders are the ones who admit when they’re wrong—and adjust. Final Thought: Conscious Leadership Starts With You Bias is part of being human—but being led by bias is a choice. Do you want to keep making snap judgments? Or do you want to lead with clarity, confidence, and conscious awareness? You get to decide. I’d love to hear your thoughts! Have you noticed any of these biases in yourself or others? Let’s continue the conversation and connect with me on