written by Bonnie Wims

How do you make a quick decision? Most people report checking in with their gut to give them a sense of the right thing to do. But are you aware of the role that memory and emotions play when you are facing a choice? And more importantly, have you noticed how your “gut” can get it wrong sometimes?

The brain uses a complex process during the over 35,000 choices we make each day. Many of these steps are largely out of our awareness and therefore we can be greatly influenced by factors that we aren’t even aware of. 

Have you encountered this situation or something similar before? Does the person involved remind you of someone? Are you having a strong emotional response to a situation even though it is largely unfamiiar?

Because decision-making is a daily necessity, it is important to understand what goes into your final choice. Whether it’s choosing who to hire, how to lead through change, or where to invest resources, leaders are expected to make informed choices quickly and confidently. Yet beneath even our most rational decisions lies a powerful, invisible force: unconscious bias.

From a psychological standpoint, unconscious bias refers to the mental shortcuts our brains take without our awareness—judgments and assumptions formed through a lifetime of experience, emotion, and cultural conditioning. These biases operate automatically, allowing us to make sense of complex information quickly. But while they help us navigate the world efficiently, they can also distort our perception, especially in high-stakes environments like leadership and organizational management. Where we come from, our experiences and our emotional memories are all called upon to help us make a decision.

The Brain’s Hidden Efficiency

Neuroscience tells us that the human brain processes approximately 11 million bits of information per second, yet we are only consciously aware of about 40. To cope with this overload, the brain uses filters—drawing on familiar patterns, stereotypes, and emotional associations. These mental shortcuts, also known as heuristics, are often helpful. They allow us to act quickly and decisively. But they are not neutral.

As a counseling psychologist, I see how early messages about trust, power, and safety—whether from family, education, or media—become the blueprint for how people relate to others and interpret social dynamics. Over time, these internalized beliefs can show up as unconscious preferences for certain communication styles, leadership behaviors, or physical appearances. They shape not only how we lead but also how we relate to those we lead.

Have you ever just felt more comfortable around someone, even before you really know them? Chances are you are feeling a connection to another because of a familiarity. We are all drawn to what we think we know or understand and our decisions are greatly informed by this assumption. But think back, did you ever get it wrong?

How Bias Impacts Leadership

Unconscious bias isn’t confined to hiring decisions or promotional pathways. It often shows up in more subtle, everyday interactions. Consider these common workplace examples:

• A quiet but competent team member is overlooked for a leadership role because they don’t “command the room.”
  

• A woman expressing assertiveness is labeled “aggressive,” while the same behavior from a man is praised as confident.
  

• Feedback is filtered through assumptions about someone’s age, accent, or education level.
  

These micro-moments of bias accumulate, creating cultures where certain individuals are unintentionally marginalized. In leadership, where power and influence are amplified, the consequences of these biases are far-reaching.

The Psychological Toll of Bias

Bias doesn’t only affect how leaders perceive others—it also affects how leaders perceive themselves. Leaders from underrepresented groups often face a “double bind,” receiving conflicting messages about how to show up: be strong, but not intimidating; be warm, but not weak. The constant mental energy spent navigating these contradictions can lead to emotional burnout, imposter syndrome, or decision fatigue.

In therapy, I often work with high-achieving professionals who internalize these dynamics, struggling with self-doubt that stems not from personal inadequacy, but from years of navigating biased systems. Understanding these psychological undercurrents is crucial—not just for self-awareness, but for healing and empowerment.

Rewiring Leadership Through Awareness

The good news? Our brains are not static. Thanks to neuroplasticity, we are capable of learning, unlearning, and rewiring our mental patterns. Cultivating awareness of unconscious bias is the first step. But awareness alone isn’t enough—leaders must also develop strategies to interrupt bias in real time.

Here are a few evidence-based tools I recommend in both therapy and leadership coaching:

• Pause and Reflect: Before making key decisions, ask: “What’s influencing my judgment right now?”
  

• Invite Dissonance: Seek perspectives that challenge your assumptions. Surround yourself with people who don’t always think like you.
  

• Practice Mindfulness: The more present you are, the more you can notice when a mental shortcut is at play.
  

• Name the Pattern: If you recognize a recurring bias in your leadership (e.g., favoring extroverts), name it—and create systems to counter it.
  

Leading With Psychological Integrity

Unconscious bias is not a flaw in character—it’s a function of how the brain works. But as leaders, we have a responsibility to do the inner work required to lead others well. Leadership that is psychologically informed is more than effective—it is ethical. It creates cultures of belonging, trust, and resilience.

When we understand the emotional and cognitive roots of our decision-making, we can show up with more intention, more curiosity, and more humility. That’s not just good leadership—it’s transformational leadership.