The #1 Leadership Mistake: How the Fundamental Attribution Error is Sabotaging Your Team

Have you ever wondered why some people staunchly defend their preferred political candidate while condemning the opposition for similar faults? Or why you might harshly judge someone for speeding through your neighborhood, yet justify your own speeding because you were running late? This isn’t just a quirk of human nature—it’s a cognitive bias called the Fundamental Attribution Error.

The Fundamental Attribution Error refers to our tendency to attribute others' behaviors to their character or personality while attributing our own behaviors to external circumstances. In other words, we excuse ourselves but blame others.

I’ve been teaching my managers, supervisors, and mentees about this for years, without realizing it had a formal name. But whether you know the term or not, the key is recognizing that even the most self-aware leaders can fall into this trap, leading to unfair judgments—at work, at home, and in daily life.

The Leadership Problem

As leaders, we often fall into this trap with our teams. When an employee fails to meet expectations, our first instinct might be to think, "They don’t care," or "They’re not cut out for this job." But when we face similar challenges, we excuse ourselves by saying, "I had too much on my plate," or "The instructions weren’t clear."

This bias is not only unfair but also damaging. If we like someone, we tend to give them the benefit of the doubt, attributing their mistakes to situational factors. However, if we’re not as fond of someone, we might quickly blame their character, attitude, or even intelligence.

Why Is This Such a Big Problem?

The Fundamental Attribution Error can lead to inconsistent leadership and erode trust within your team. If you’re not aware of this bias, you may apply rules and policies unevenly, exposing your company to legal risks, discrimination claims, and a toxic work environment.

Consistency in leadership is crucial. When you unconsciously let this bias dictate how you hold people accountable, you undermine the integrity of your team’s morale and the culture of your organization.

Steps to Combat the Fundamental Attribution Error

Understanding the Fundamental Attribution Error is just the first step; learning how to combat it is essential for effective leadership. Here’s how:

1. Make Observations, Not Judgments: Focus on the facts of the situation rather than making snap judgments about someone’s character. For example, instead of labeling someone as "lazy," consider that "This task wasn’t completed on time."

2. Assume Positive Intent: Believe that the person likely cares about their work and wants to succeed. Before assuming a lack of commitment, consider external factors that might be affecting their performance. Getting to know your employees personally can also help you see the bigger picture.

3. Ask Questions Before Making Conclusions: Engage in open-ended questions to understand the context. Ask, "What challenges were you facing with this task?" or "Is there anything that could have helped you meet the deadline?"

4. Check Your Biases: Reflect on whether your personal feelings about someone might be influencing your judgment. Ask yourself, "Would I think differently if I liked this person more?" or "Am I being fair in my assessment?"

5. Verify the Facts: Before forming an opinion, ensure you have all the relevant information and consider alternative explanations for the behavior.

6. Separate the Person from the Problem: Focus on the behavior or situation rather than labeling the person. Instead of saying, "You’re unreliable," say, "This report wasn’t submitted on time, and I’d like to understand why."

7. Practice Self-Reflection: Regularly reflect on your decisions to ensure they’re fair and unbiased. Consider past situations where you might have fallen into the Fundamental Attribution Error and how you can improve in the future.

8. Create Fair Policies: Implement policies that account for exceptions and offer flexibility. For example, In my company, we had a policy for calling out sick with three options: (1) Come in and show that you’re sick and be sent home; (2) Get someone qualified to cover your shift; or (3) Bring a doctor’s note. This policy removed me from the position of judging whether an employee was genuinely sick over the phone, text, or email, allowing for situational factors to be considered while addressing potential character issues.

In Conclusion

It took me years to learn not to rush to judgment but to focus on the facts. While sometimes the issue may be a matter of hiring the wrong person or a genuine character flaw, other times it's purely situational. As leaders, it’s crucial to recognize the reality of each situation and avoid falling into the trap of the Fundamental Attribution Error. By doing so, we can more effectively address the root causes of problems, support our teams, and create a more positive and productive work environment.

Before you jump to conclusions about your team’s behavior, take a step back and consider whether you’re falling victim to the Fundamental Attribution Error. It’s a subtle but powerful bias that can prevent you from seeing the truth—and solving the real problems in your organization.