You may not see yourself as occasionally biased, but the truth is we all have unconscious biases; it’s part of having a brain. The brain’s job is to help us be more efficient by noticing patterns and helping us make decisions. But that also means that we sometimes are too quick to make assumptions and draw conclusions based on incomplete and/or biased information.
Yes, some biases are to be expected, BUT that doesn’t mean we can’t challenge them and overcome them (when they are unhelpful.) And as leaders, it’s part of our job to do so. We need to challenge our brains to not just go on autopilot but encourage broader thinking. Or as Nobel Prize laureate Daniel Kahneman, the author of ‘Thinking Fast and Slow’, describes it, sometimes we need to think slow. By slowing down, we can think deliberately, reflectively, thoughtfully and considerately. Kahneman calls this ‘system 2’ thinking. This can be contrasted with ‘system 1’ thinking, when we think fast, automatically, and habitually, where we can make quick decisions based on what we already know and easily retrieve from our mind – or guided by our potential biases.
Bias-busting ‘system 2’ thinking requires focused attention, consideration of new information, application of logic and conscious thinking. We like to help leaders to do this by thinking about it as ‘hitting the pause’ button.
Bias is inevitable and often unconscious. And they influence how leaders view and interact with employees. As a result, this can affect how they hire, promote and make decisions, leading to unfair and non-inclusive treatment. It is not an intentional act, as it is unconscious, so we need to be more intentional with our interactions, as they have a ripple effect.
Recent research shows that leaders rate employees who can switch off from work when not at work as more productive, but at the same time they promote those who are ‘always on’. And this is an example of a very common unconscious bias.
Throughout our career journeys, we have observed ‘always on’ cultures pretty much everywhere. Some of it has been productive, at least when it’s been about needing to pull together and work all hours to meet a deadline or resolve a challenge or crisis. But to operate like that, where everyone is expected (even if not directly expressed, only implied through behaviours and habits) is outdated. An ‘always on culture” can be a culture where people are constantly connected, available and responding at all hours of the day inside and outside of work hours. Employees can feel an expectation to respond and an explicit or implicit belief that being busy equals being productive or demonstrates commitment.
So where does the bias come in? Well, biases can often be outdated too, but very natural as they will be a result of our experience and what expectations we ‘grew up’ with, both at work and at home.
Some workplace messages and communication habits create pressure for employees to be constantly available, leading to stress and burnout. This then creates the culture at work. Here are some examples we often see, along with their consequences.
Messages and notifications of ‘out of hours’
Work emails or chats sent outside regular working hours (evenings, weekends, holidays) signal an expectation of immediate response, making employees feel they must always be reachable and attentive. Phrases like “Can you look at this tonight?” or “Let’s discuss first thing tomorrow” reinforce the idea that work is not confined to office hours.
Urgent or high-priority language
Subject lines or messages marked as “URGENT”, “ASAP“, or “High priority“—especially when sent after hours—create anxiety and a sense of obligation to respond immediately, regardless of personal time. Repeated reminders about deadlines or last-minute requests also contribute to this sense of urgency.
Implied expectations of quick responses
Comments such as “Are you there?”, “Please respond ASAP”, or “I need this now” suggest that delays are unacceptable, making employees feel judged for not replying instantly. The normalisation of rapid-fire messaging (Slack, Teams, WhatsApp) means any delay can be interpreted as a lack of commitment or engagement.
The ‘busy bug’ messages
Phrases like “I’m so busy”, “Giving 110%”, or “Always on top of things” set a cultural expectation that being perpetually available and overloaded is a sign of dedication. This can make others feel guilty or inadequate for setting boundaries or taking breaks.
Status settings
Maintaining a status of “available“ at all times on instant messaging platforms can signal an expectation of constant presence and readiness to respond, even outside core working hours. Conversely, being questioned for setting status to “away” or “do not disturb” can discourage employees from disconnecting.
Unclear boundaries from leaders
If leaders make a habit of sending messages out of hours and/or praise those who respond quickly at any time, it sets a precedent that constant availability is valued and expected. Ambiguous communication about when it’s acceptable to disconnect can lead to confusion and anxiety about missing out or being perceived as less committed.
Constant digital communication and unclear boundaries blur the line between work and personal life, which can lead to stress, anxiety, and burnout. Employees often report feeling guilty or fearful of negative judgement if they do not respond immediately, even during their time off. Over time, this culture reduces productivity, creativity, and overall well-being and increases turnover and disengagement. Yes, workplace messages—both explicit and implicit—shape the expectation of constant availability. Setting clear boundaries, modelling healthy communication, and respecting personal time can help reduce the pressure to always ‘be on’.
Be aware of the impact of your behaviour and the culture you are creating. You’re a culture shaper.
[1] https://www.sciencedirect.com/science/article/abs/pii/S0749597825000159?via%3Dihub