Like everyone else, leaders think poorly of some people.
Because of their actions, beliefs, or past performance, they hold some people in low regard, even in contempt.
To maintain a cordial atmosphere, effective leaders do their best not to display or leak their distaste, but that doesn’t resolve or address the disrespect they feel regarding the person.
The challenge leaders face is not how to overcome their dislike, but how to maintain their objectivity in the face of their disfavor.
The real danger lies in the common bias of rejecting any idea or proposal that comes from a given source. By assigning less value or credibility to any offer or suggestion made by this person, leaders often miss a good idea because of their dislike.
Such a bias, especially when it is known or observed by others, can diminish the leader’s own credibility.
People expect leaders and decision-makers to operate above their personal feelings and to maintain an impartial and objective lens on all ideas and proposals, no matter where they emanate from.
Unfairly dismissing an idea based on the source rather than on the content or merit is considered a fatal flaw for reaching sound conclusions and decisions.
Yet, this bias, known by the fancy psychological name of reactive devaluation, is tremendously common. It is almost instinctive for humans to reinforce group identity by moving toward the ideas of those we respect and away from recommendations from those we distrust.
Leaders naturally question the motives and soundness of any suggestion coming from a source they dislike, and this helps them to justify their outright dismissal based on who offered it. Of course, this leaves them with less than a full set of facts, ideas, and recommendations because of their prejudice.
Good leaders and decision-makers don’t allow themselves to fall prey to this trap.
They force themselves to separate all ideas and proposals from the person who offers them. They judge ideas on the merits, not the proposer. In fact, in many cases, the best leaders may pretend the proposal came from a trusted colleague or third party so they can evaluate it fairly.
Who knew disliking people could lead to suboptimal decision-making? How often do you reject or devalue ideas depending on who offered them? Be honest.
Do your best to fight this bias. It has nothing to do with changing your mind about the person, and everything to do with changing your mind about yourself.
