Self-Serving Bias

Impact on LEADERSHIP AND BUSINESS

Treasure:

The “treasure” of self-serving bias in leadership is that it can lead to increased confidence and motivation in decision-making. This bias can boost a leader’s confidence, making them more assertive and decisive. This heightened self-assurance can be contagious, improving overall team morale and motivation.

Leaders who have a self-serving bias may be more likely to take risks which can result in growth for their organization. Their optimistic outlook from the self-serving bias can encourage them to pursue innovative solutions, driving growth and competitive advantage.

And leaders who attribute their successes to their own efforts might be more inclined to persist in the face of obstacles, believing in their ability to influence outcomes positively.


Risk:

However, the “risk” of this bias is that it can lead to irrational and distorted decision-making because a leader with a strong self-serving bias may ignore facts and evidence that contradict their own beliefs and opinions, that may harm the organization.

They may also take credit for successes while blaming others for failures, leading to a toxic work environment, eroding and damaging team dynamics. If leaders consistently credit themselves for successes but blame external factors for failures, it can unravel cohesion within the team, undermining collaboration, and performance.

Self-serving bias can lead to a severe lack of critical analysis and resistance to constructive criticism, eventually damaging a leader’s career. It can create blind spots, where leaders overlook their own or their organization’s shortcomings, potentially leading to strategic missteps.


To identify self-serving bias in a leader, it is important to look for signs of an inflated ego and a tendency to take credit for successes while blaming others for failures. This can be seen through a leader’s behavior and decision-making patterns, as well as through feedback from team members.

A leader who consistently overlooks evidence and data that contradicts their beliefs may also be demonstrating this bias.


KNOW YOUR KNOTS - Learn to recognize when Self-Serving Bias is taking the lead.

Ask yourself:

How do I explain the successes and failures of my team or organization?

Do I take personal responsibility for setbacks, or do I find external reasons?

How do I receive feedback, especially when it’s negative?

Do I believe my successes are solely the result of my efforts?

How do I support my team in times of failure?

Am I quick to blame external factors for failures?

Do I feel threatened by criticism?

Have I not accepted responsibility for mistakes?



STRATEGIES to manage this bias: Pause – Perspective – Practice – Progress

Pause:
Reflect on whether you attribute successes to your own leadership and failures to circumstances or others’ actions, considering a more balanced perspective.

Assess your reactions to setbacks, considering whether you critically evaluate your own role in these outcomes.

Think about your response to criticism. Are you open to criticism, or do you tend to dismiss it as unfounded or attribute it to external factors?

Reflect on your approach to leadership during challenges. Do you encourage a culture of accountability and learning, or do you predominantly look outward to assign blame?

Consider whether you feel threatened or defensive when receiving criticism or feedback about your performance or actions.


Perspective:
Actively seek feedback from a diverse range of sources, including peers, subordinates, and mentors to gain a broader perspective on your performance and decisions.

Implement feedback and performance review processes that focus on objective assessment and encourage self-awareness.


Practice:
Practice accountability by making a conscious effort to take responsibility for both successes and failures, recognizing the role of personal effort and external factors in each.

Lead by example by taking responsibility for your actions and decisions. Acknowledge your own mistakes and demonstrate a willingness to learn from them.

Use clear, measurable goals, and outcomes to assess performance, reducing the room for subjective interpretations influenced by self-serving bias.


Progress:

Establish organizational training programs on cognitive biases, including self-serving bias, it’s negative effects, and how to best manage it. Incorporate self-awareness training and self-reflection practices to help individuals become more aware of their biases and how they influence perceptions and decisions.