You've explored your personality traits, discovered your biases, and identified your triggers. Now let's see how these elements work together to shape your management style.
Understanding these connections helps you predict and manage your reactions before they impact your team relationships and performance conversations.
Engagement Message
Which combination - personality, biases, or triggers - do you think creates the biggest challenges when managing people day-to-day?
Type
Fill In The Blanks
Markdown With Blanks
Let's connect personality traits to potential biases in management. Complete these likely combinations:
A manager with high [[blank:Openness]] might be biased toward creative team members and undervalue those who prefer structured approaches.
A manager with high [[blank:Conscientiousness]] might fall into the planning fallacy, believing detailed processes will solve all team performance issues.
A manager with low [[blank:Agreeableness]] might have confirmation bias about needing to be the "tough boss" to get results.
Suggested Answers
- Openness
- Conscientiousness
- Agreeableness
- Extroversion
- Neuroticism
Type
Multiple Choice
Practice Question
A highly conscientious manager with perfectionist tendencies gets triggered when team members miss deadlines or deliver work that needs revision. What bias is most likely at play?
A. Anchoring bias - being stuck on their initial high standards for all deliverables B. Halo effect - judging people based on their first project outcomes C. Availability bias - remembering recent missed deadlines too vividly D. Confirmation bias - seeking evidence that proves their team needs more oversight
Suggested Answers
- A - Correct
- B
- C
- D
