Coaching to Challenge Biases and Uncover Hidden Assumptions

Coaching provides a space to challenge ingrained assumptions and move beyond unconscious biases.

I’m a big fan of research. I believe that staying up to date and understanding where the world is going and what drives people is a must in my line of work. Research, articles, blogs, videos, webinars, you name it.

But.

Although research is a wonderful tool to dig deep and support notions with data, it also suggests new realities that, quickly enough, become new fixated truths that drive bias.

By date of birth, I belong to Generation X. Born in 1974, I am characterized as self-reliant and pragmatic. My generation is apparently responsible for the work-life balance concept. I’m also described as “willing to develop my skill set and take on new challenges, generally more independent than previous generations, and adaptive to job instability in a post-downsizing environment.” I may also come across as “cynical, individualistic, impatient, and selfish.”

Millennials are considered among the most resilient in navigating change, with an appreciation for diversity and inclusion, teamwork, and collaboration. Yet they may get a bad rap for being spoiled or disrespectful, and for being more demanding than previous generations.

Generation Z is described as entrepreneurial and tech-savvy. They tend to want independence, may be motivated by security, may expect the workplace to conform to their needs, and while willing to work hard, they expect to be rewarded.

I can relate to some of the above, but that’s not my point.

As I work with people of all ages, across different nations and roles, it seems to me that once again, overgeneralization is simply an easy route to take, even when it is neither accurate nor beneficial.

Research shows that generational stereotypes are widespread and can influence organizational decisions, often unconsciously. A 2021 study by Costanza et al. in the Journal of Managerial Psychology found that managers’ perceptions of generational traits strongly affected hiring, promotion, and leadership development decisions, sometimes at the expense of individual potential. Bias is real, subtle, and persistent, even when unintentional.

As I look at my own life and personal development, I see how character, age, career stage, family status, and culture have influenced how these characteristics show up. I can serve as a good example of a mix of Gen X, Millennial, and Gen Z, and I am not the only one. Within each group, I will find myself, with no direct relation to age.

I believe people are unique by nature. And while we strive to move away from race, gender, origin, or other classifications that may discriminate or carry predispositions, we often allow generational perspectives to prevail. These categorizations tend to make us overlook talent, block positions based on age, or limit our ability to truly diversify the workforce.

Who said that a startup environment belongs to people in their 20s?

Who decided that Millennials are a poor choice for roles requiring longer tenure or deeper learning curves because they “switch jobs every two years”?

Are Gen Xers more individualistic than Gen Z?

Bias doesn’t only show up in hiring decisions or performance reviews. It shows up in everyday assumptions, language, and expectations—at work and outside of it. Becoming aware of our own biases requires effort and humility, and a willingness to question what feels familiar or “true.”

It is easy to make decisions based on labels. It is also something we should actively stay away from, especially, though not only, those of us working in People Development.

Offering some reflection questions

• Which assumptions or labels do you notice creeping into your daily work decisions?

• Where might generational or other biases be influencing how you see colleagues or opportunities?

• What could you do to stay curious, challenge assumptions, and remain open to individual potential?

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