Every board member, like every other person, has hidden biases. They might include weighing older director voices more than those of younger members, or vice versa.
Board leaders, such as holding a board or committee chair position, have an important role. They must identify whether unconscious bias has crept into their thought processes and the board’s deliberations.
Everyone has blind spots and can unwittingly favor certain types of people. Giving preference is a fact of life. To be more effective, board leadership can take a participant-observer stance by periodically pausing and taking note of the context. Here are a few tips to reduce implicit bias:
“Does anyone feel that their points have not been presented comprehensively?”
Ask this question to summarize the perspectives heard so far and ask for perspectives that have not been heard yet.
“Is there consensus on a balanced perspective before we move on?”
Ask this question to make sure that there is not an under- or overstated issue.
“Are there other groups who should be involved in this discussion that we haven’t engaged yet?”
Ask this question on discussions that have stakeholders.
T. S. Eliot writes, “Between the idea and the reality—between the motion and the act—falls the Shadow.” Being aware of hidden biases is an excellent way for board leaders to cast light into the shadow.
Tracy Houston
Tracy E. Houston, M.A., is the president of Board Resources Services, LLC. She is a refined specialist in board consulting and executive coaching with a heartfelt passion for rethinking performance, teams and the boardroom. Her company, Board Resource Services, LLC, is online at www.eboardmember.com and www.eboardguru.com. You can follow Tracy on Twitter @BoardGuru. Headquartered in the Denver, Colorado area, Tracy is an avid hiker.
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