Unconscious Bias & Othering
Early in my career, I saw it all the time.
The quiet assumptions. The subtle exclusions. The invisible lines between who belonged and who was quietly kept at the edge.
Decades later, unconscious bias and othering are still here. They’re just well disguised. These dynamics continue to shape who gets invited in, who gets truly heard, and who stays on the margins of power.
Tackling this isn't just a DEI exercise. It’s a governance imperative. And it requires alignment across three lenses: how we see ourselves, how we recruit, and how we show up when we join a board.
1- Board Recruitment: Check the Lens You’re Using
Bias often hides in plain sight—in the language we use to vet candidates:
“Not quite the right fit.”
“They’re great, but not sure they have boardroom presence.”
“They may not get our culture.”
What we often mean is, “They’re not like us.”
To challenge that lens, ask:
What do we really mean by “fit”? Who decided that?
Are we prioritizing comfort over competence?
Are we seeking people who reflect us—or stretch us?
Red flag: If your shortlist all comes from the same networks or backgrounds, it’s not a pipeline issue. It’s a pattern.
Moving from inviting diversity to valuing difference starts with disrupting how we define readiness and credibility.
2- Joining a New Board
If you’re new to a board and sensing subtle bias, you’re likely not imagining it. Othering doesn’t have to be loud to be real.
What you can do:
Observe early: Who speaks freely? Who gets cut off? Who gets circled back to?
Name the patterns gently: “Can we revisit X’s point? I think there’s more there.”
Build support: Allies matter. Culture shifts when more than one voice models something different.
You don’t have to carry it all. But you can hold space—for yourself and for the people who haven’t yet walked through the door. And if you’ve done your own due diligence, none of this will be a surprise to you.
3- Self-Check: Audit Your Defaults
Even the most inclusive directors have blind spots. The most dangerous bias is the kind we assume we’ve outgrown.
Try asking yourself:
Who do I instinctively trust in the room and why?
Do I equate hesitation with weakness, or recognize reflective leadership?
Am I discounting people because their communication style doesn’t match mine?
Strong boards aren’t just built on expertise. They’re built on the willingness to question how we interpret each other and ourselves.
Final Thought: Alignment Starts Within
Bias and othering are systemic but they’re also deeply personal.
Boards become stronger when these three lenses - how we recruit, how we enter, and how we reflect - are aligned toward equity, humility, and curiosity.
Good governance isn’t just about process. It’s about presence. And if we’re brave enough to see the invisible lines, we might just be brave enough to redraw them.