Why Inclusive Leaders Need Structured Processes to Address Unconscious Bias (Part 1)

As inclusive leaders, we often pride ourselves on our good intentions and fair-minded approach. Yet despite our best efforts, unconscious bias continues to creep into our decision-making processes. The solution isn’t simply trying harder or relying on willpower—it’s about embracing structured processes that act as safeguards against our inherent biases.

Charlie Munger once said, “No wise pilot, no matter how great their talent and experience, fails to use their checklist.” This wisdom applies equally to inclusive leadership. Just as pilots use checklists to prevent catastrophic errors, we need structured processes to prevent the subtle but significant harm that bias can cause in our organisations.

The Science Behind Bias Triggers

Our brains are remarkable organs, but they’re also energy-hungry. The brain consumes up to 20% of our body’s total energy despite accounting for less than 2% of our body mass. This energy demand means that when we’re tired, rushed, or under pressure, our brains naturally default to shortcuts—and these shortcuts often come loaded with bias.

We’ve all experienced this phenomenon. During long succession planning sessions, I’ve witnessed how exhaustion leads to more stereotypical thinking. The “Hungry Judge Effect” provides a striking example: research revealed that hunger and fatigue caused judges to issue harsher and more risk-averse rulings, particularly before meals and later in the day. If trained judges—whose profession demands objectivity—fall prey to these bias triggers, how can we expect ourselves to be immune?

The timing of our peak performance also matters. Morning people are more susceptible to stereotype influence at the end of the day, while evening people face the same challenge at the beginning of the day. Understanding these patterns helps us structure our most important decisions when we’re mentally at our best.

Why Inclusion Nudges Work

This is where inclusion nudges come in—subtle, intentional interventions grounded in behavioural science that increase our chances of making better and more equitable decisions. Proponents argue that these nudges are more effective at countering biases than measures relying purely on willpower, such as unconscious bias training.

The truth is, we need both: the right processes alongside the right mindset and skills. When we fail to recognise the influence of bias on our decision-making, we may perceive inclusion nudges as unnecessary or even actively sabotage them. I’ve encountered many leaders who resist processes, dismissing them as overly rigid and finding ways to bypass them. This resistance often stems from our natural human desire for autonomy.

Yet inclusion nudges enhance the quality and fairness of our decisions and behaviours—a trade-off that benefits everyone. Much like safety checklists during flights and in hospital emergency rooms reduce errors and save lives, inclusion checklists can help prevent mistakes and harm caused by biases.

Practical Steps to Avoid Bias Triggers

Before we can implement effective inclusion nudges, we need to create conditions that support clear thinking. Here are some practical ways to avoid bias-triggering situations and engage our prefrontal cortex for better decision-making:

Allocate sufficient time for tasks like reviewing CVs, evaluating individuals, conducting selection processes, and holding succession planning or calibration sessions. Rushed decisions are more prone to bias. When we’re under time pressure, our brains revert to pattern recognition and stereotyping.

Prioritise quality sleep the night before meetings where important decisions about people will be made. This isn’t just about feeling alert—it’s about ensuring our cognitive resources are fully available for fair decision-making.

Take genuine breaks during critical meetings. Step away from screens and resist the urge to multitask, as focused attention reduces bias. When we’re mentally fatigued, we’re more likely to rely on shortcuts and assumptions.

Stay hydrated and nourished (but not stuffed) to maintain the mental energy needed for thoughtful and fair decision-making. The connection between physical wellbeing and cognitive performance is well-established.

Overcoming Resistance to Structured Processes

Many of us resist following structured processes because they can feel constraining. We worry they’ll stifle our creativity or slow down our decision-making. However, this resistance often masks a deeper issue: our overconfidence in our ability to make unbiased decisions.

The reality is that structured processes don’t eliminate our judgement—they enhance it. By removing some of the mental load and bias triggers, they free us to focus on what really matters: making fair, well-informed decisions that benefit our teams and organisations.

Think of it this way: when we board a plane, we don’t want the pilot to rely solely on their experience and intuition. We want them to follow tried-and-tested procedures that have been refined over decades to ensure safety. Similarly, when we’re making decisions that affect people’s careers and wellbeing, we owe it to them—and to ourselves—to follow processes that have been designed to promote fairness and inclusion.

The Ripple Effect of Structured Processes

When we embrace structured processes for inclusive leadership, the benefits extend far beyond individual decisions. These processes create a culture where fairness is embedded in how we operate, not just in what we aspire to achieve. They signal to our teams that we take inclusion seriously and are willing to constrain our own autonomy to ensure equitable outcomes.

Moreover, structured processes provide a framework for continuous improvement. They make bias visible and measurable, allowing us to track our progress and identify areas where we need to do better. Without these processes, bias remains hidden, and our good intentions remain just that—intentions.

Moving Forward

As inclusive leaders, we have a choice. We can continue to rely on our good intentions and hope for the best, or we can embrace the structured processes that research shows actually work. The path forward isn’t about eliminating our humanity or turning decision-making into a mechanical process. It’s about combining our human wisdom with evidence-based practices that help us live up to our values.

The next time you’re faced with an important decision about people—whether it’s hiring, promoting, or developing talent—remember Charlie Munger’s wisdom. Even the most skilled pilots use checklists. As inclusive leaders, we should do the same.

Watch out for my upcoming articles about how to debias and enhance the quality of your meetings, hiring, onboarding and talent management.

Thanks for reading – Let’s keep shining the inclusion light together! ✨

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This is part one of a four-part series on how to debias key moments in the employee life cycle. It’s an excerpt adapted from my upcoming book, Practising Inclusive Leadership.

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