Facing the mirror: How leaders are confronting their own unconscious biases [IWD 2025 special]

One leader, for instance, talks about two ways she is addressing the issue of conformity bias, while another tells us about overcoming the challenge of saying "no" where needed.

- Story by Umairah Nasir, with inputs from Colette Wong, Priya Sunil, Sarah Gideon, and Tracy Chan.

Unconscious biases are automatic judgments we make about others based on factors such as gender, age, or race. They are often in the backs of our minds; they subtly influence our decisions and interactions.

These biases stem from forming opinions without sufficient information, shaped by underlying stereotypes we may not even realise we hold. While deeply ingrained, acknowledging their presence is the first step towards building more inclusive workplaces.

In the spirit of this year’s IWD theme, #AccelerateAction, HRO spoke to a diverse group of leaders about their personal experiences in recognising and addressing their own unconscious biases. Their responses highlight not only self-awareness but also the active steps they are taking to spark meaningful change within their organisations.

Meet these leaders and read what they have to say below:

Patricia Malay, General Manager, Bud

My passion for creating opportunities for women in my field has been a driving force throughout my career. But I've learnt that even the most well-intentioned efforts can have blind spots. I realised I was so focused on the unique challenges women face that I unconsciously overlooked the obstacles men experience. This was a real learning moment for me. Accelerating action for gender equity requires genuine collaboration and open conversations. We need to understand all experiences, not just one.

Now, I'm committed to providing equitable support, recognising that everyone's needs are different. True inclusion means building a culture of allyship where everyone has the chance to thrive.

Aditi Nair, Head of HR APAC, Barclays

I have seen myself getting caught in conformity bias. If there were multiple ideas being floated as a solution to the problem, I would tend to accept the proposal group majority leaned towards. It was my way of avoiding conflicts.

I found that sharing and seeking honest opinions is a way for myself and my teams to overcome this.

Some helpful techniques are:

1. Using anonymous technology-based solutions to seek questions or give feedback
2. Asking for opinions in advance – this gives everyone enough time to think about the topic without the pressure of presenting in front of their colleagues.

Anna Lea Remandas, Associate Director, Regional Regulatory Affairs Asia Pacific, Healthcare, DKSH

I realise I often rely on proven processes instead of exploring new approaches – but perhaps that’s due to spending over 24 years in regulatory affairs! Thankfully, DKSH has a framework in place that ensures we consider multiple options before making a decision.

On a personal level, I try to stay updated with the latest insights, I attend workshops, speak with external experts, and encourage my team to share fresh ideas.

Godelieve Van Dooren, CEO, SEA, Marsh McLennan 

Personal biases can influence decision-making, even in an organisation with robust policies for diverse hiring and promotions. Despite our strong framework, biases can still surface under pressure. In consulting, project selection often leans toward those who are similar, resulting in affinity bias.

At Mercer, I actively participate in workforce planning and maintain skill listings to ensure we select diverse teams based on objective criteria rather than biases. Additionally, I coach project managers to prioritise quality over speed, fostering innovation through diverse perspectives, ultimately leading to better outcomes for our clients. 

Rosalind Ng, Chief Operating Officer, Wealth and Retail Banking, Standard Chartered Bank

I recognise having affinity bias or an unconscious tendency to connect better with colleagues who have similar perspectives and working styles. At Standard Chartered, one way we address this is by ensuring merit-based recruitment through broader, more diverse candidate pools and interviewer panels. Such policies have helped me build dynamic teams who can better understand and serve the needs of clients across our diverse markets.

I also embed an inclusive culture in my teams where everyone feels safe to routinely challenge and share feedback.

Priscillia Lau, CX Manager, Marina Bay Sands

The perception that males seem to dominate decision-making roles, as females seem to be underrepresented in leadership positions in other industries despite forming a significant part of the workforce.

To accelerate change, the first thing is a shift in mindset.

My supervisor has been an inspiring leader as she fosters a culture of collaboration and inclusivity. This spurs me to manage events in a way where everyone feels valued, respected and empowered to contribute regardless of gender.

Carolynne Claveria, President, Henkel Philippines

Embracing diversity, equity, and inclusion (DEI) begins with self-awareness. When DEI was first promoted in the workplace, I recognised an opportunity to better appreciate ideas, especially from new hires. Becoming more conscious of my biases, I made a deliberate effort to pause, listen actively, and welcome diverse perspectives.

DEI is more than a KPI – it is a mindset and a continuous practice. Reducing bias requires ongoing self-reflection, both at work and in everyday life.

Jasmin Tay, Founder, Perky Lash

One unconscious bias I recognised is assuming that Gen Z staff are frequent job hoppers and less committed at work.

However, I've learnt that they stay when they see growth and feel valued. To address this, I provide clear career paths, mentorship, and a positive work culture.

By understanding their priorities and providing meaningful engagement, I’ve seen stronger commitment and long-term dedication from Gen Z team members.

Karinna Gobbo, Founder, Tappeti Fine Hand-Crafted Rugs + Carpets

One unconscious bias I identified in myself was believing everyone I recruited naturally shared the same values and intentions. Building a global team across diverse countries has taught me to deeply value the unique perspectives, experiences, and cultures my team brings. This journey has pushed me to grow as a leader, developing skills to connect with others on a deeper level.

Leadership, I’ve learnt, is a continuous process of self-improvement.

By implementing structured interviews, encouraging open dialogue, and embracing diversity, I’ve cultivated a stronger, more inclusive team culture while growing both personally and professionally.

Thuy-Ngan Pham, General Manager, Bayard Presse Asia

As an Asian woman, I have always found saying "no" particularly challenging. Success and failures are all part of the journey that led me to become General Manager of Bayard Presse Asia, and a crucial lesson has been the importance of prioritising my own time and energy by setting boundaries.

The bigger change I can bring is to help the next generation, especially younger girls, embrace their voices and assert themselves from an early age.

Olivia Chua, Chief Human Resources Officer, Jebsen & Jessen Group

While I make decisions mostly based on logical thinking, I recognise that it can affect how I empathise with others’ emotions and their situations. To counter this, I’ve made a conscious effort to practise active listening, intentionally pausing to think before asking more in-depth questions to better understand motivations and perspectives.

I focus on the process and challenges, not just the results, to provide more constructive feedback and foster an environment where diverse viewpoints are valued and encouraged.

Laura Quigley, Senior Vice President, Asia Pacific at Integral Ad Science

Early on, I thought success meant following a straight path to leadership, but moving across countries and roles taught me that real growth comes from diverse experiences. Over time, I’ve made it a priority to mentor women at all career stages, advocate for flexible leadership growth, and create a culture where unique journeys matter as much as results.

Progress happens when we challenge old norms, break biases, and open doors for others to rise.

Nopparat Yokubon, Country Lead, AUNZ & SEA, Moloco Ads

Thinking about International Women’s Day made me reflect on something I’ve been working on: my own biases. I’ve caught myself thinking, 'Oh, I probably don’t qualify for that', or noticing how others get overlooked simply because they don’t "look" or "sound" the part. I realised I was unconsciously linking appearance and background to competency — and it was holding everyone back, including me.

This mirrors a shift happening in the advertising industry, where companies are moving beyond demographic-based targeting to focus on real outcomes — just like how Moloco’s ML-powered solutions optimise for performance on the open internet.

When I started focusing on the work itself rather than the packaging, everything changed. I stopped worrying about whether I fit the mold, and we had more productive conversations that led to better solutions. Because at the end of the day, it’s not about how you look or where you’re from — it’s about what you can do.

Sabine Delettre Nakamura, General Manager, Penthouse Bar + Grill

I realised I had an unconscious bias towards more outspoken team members, assuming their assertiveness meant better contributions. To address this, I introduced weekly brainstorming sessions with the team to ensure that everyone has an opportunity to speak.

I also schedule regular one-on-one check-ins for quieter members to share their ideas and concerns in a comfortable setting.

These contributed to a more inclusive environment, and have proven to improve the team’s wellbeing and sense of belonging.

Naeema Ismail, Managing Partner, Asia Pacific – Strategic Growth and Crisis Communications, Finn Partners Singapore

My perfectionism bias still sneaks up on me — a habit of expecting flawless execution when 'good enough' is often more than enough. Through self-reflection (and a few humbling experiences), I’ve come to see how this can stifle creativity, both for my team and myself. These days, I’m working — sometimes awkwardly — to celebrate progress over perfection, create space for experimentation, and practise the art of letting go.

A work in progress, just like the best of us.

John Collings, President, Asia Pacific, Stryker (and Chairman, Asia Pacific Medical Technology Association)

Navigating meetings around the world has shown me firsthand how easy it is to feel unheard. That experience has shaped my leadership approach: I now create intentional spaces where every voice is valued. In a diverse workplace, where perspectives and communication styles vary, I focus on fostering inclusive discussion.

When everyone feels heard, teams thrive — and progress towards gender equality accelerates.

Recognising unconscious bias is a mark of growth. These leaders’ stories remind us that change starts with awareness, followed by intentional action.

As we commemorate IWD, let’s continue to foster open conversations, question our assumptions, and build workplaces where everyone can thrive, free from bias. 

What about you? What’s one unconscious bias you have recognised in yourself, and how are you working to overcome it? Let’s keep the sharing going — write to us at umairahn@humanresourcesonline.net, or drop us a message on LinkedIn!

---

READ MORE: Watch: Heartwarming stories from leaders on the 'superwomen' in their lives this IWD 2025

---

Lead image / Provided