A common issue amongst managers is attribution bias. We all do it.
This is where we judge others by their actions, and ourselves by our intentions.
For example, if someone on our team fails to meet a deadline, we might default to thinking it’s because they’re lazy, don’t care enough about work etc.
Whereas, if we miss a deadline, it’s very unlikely we’d default to the same explanations. Instead, it would usually be because we tried our best, but we were overwhelmed by competing priorities or the scope of the task.
The problem with the former is twofold:
- We’re making assumptions – by telling ourselves stories – that are not yet based on fact. And in cases like this, our assumptions can be wildly misleading.
- We’ll tend to judge other people’s character on face value assessments.
And of course we can form conclusions about others’ qualities and fitness for the role their in.
But these judgements are best based on facts – which require conversations or the like to test stories and establish them as fact (or not) – and patterns of behaviour over time. If someone consistently behaves in a particular way, then that carries exponentially more weight than a one off incident (excluding things that constitute gross misconduct).
And, in any case, there’s simply no need to vilify others. It’s sufficient to judge their patterns of behaviour – as demonstrated in their technical and behavioural performance – and make an assessment as to whether they’re a good cultural and technical fit for the role.
And if they’re not a good fit? Then address it. Tell them what needs to change, the consequences of not changing, and how long and what support they’ll have to change.
And if they fail that? Move them on.
But – in most cases – there’s no need to go further and add labels, such as ‘bad’, ‘lazy’, ‘hopeless’ etc. Just let them go, and let them move on to find a place where they will fit, and let your team move on to find a new member who’s a great fit.
How can we help you?
If you’re an aspiring or established leader, we’d love to support your development.
Here are three ways:
- Subscribe to our free newsletter – we offer weekly actionable insights, expert strategies and inspiring content on leadership, management and personal development
- Connect with us on LinkedIn – we post practical advice on management and leadership every day
- Check out our range of practical tools, most of which are free to download
We’re Impact Society – join more than 10,000 aspiring and established leaders
from 50+ countries who are changing the world, one team at a time.
Read our story
