1) There is a female-identified employee among your reports who consistently performs at or above the level of other individuals on the team. After an informal conversation in which she revealed you her desire to become a mother, you tell her that you have a concern about her future performance, career growth and ability to balance work and family. 2) There is an employee whose career path and style are very similar to yours. Despite constant feedback from various key stakeholders regarding challenges with their performance, you can understand / justify why the employee performed this way and disregard the feedback received. 3) There is an employee who is delivering projects in a manner uncommon to you, with an approach not shared widely within the team. However, their approach is well received and effective. Despite their success you feel you can coach them on their ‘style’ and help them ‘fit’ with the team moving forward 4) Although an employee made critical mistakes in their work in the first half of the year, they were instrumental in the success of key projects in the fourth quarter. You feel their performance at the end of the year made up for the challenges encountered at the beginning of the year. 5) Although you have some employees who are clearly performing at different level, you feel that all have room for improvement and therefore need to be evaluated similarly for both their contributions and areas of development. 6) Despite tremendous and genuine effort, you have an employee who is struggling to meet expectations. Despite the challenges, you want to honor and celebrate their hard work and growth. 7) Identity based Bias / Stereotyping  8) Like Me (Affinity) Bias + Leniency Bias   9) Competency Bias  10) Recency Bias  11) Central tendency Bias + Severity Error  12) Measuring Effort 13) Evaluate each employee based on their performance and not based on unfounded perceptions of others. Resist the urge to generalize employees based on identity and rather, evaluate performance and potential based on their success delivered against documented expectations for the role they are currently in 14) Leverage your empathy to address stakeholder concerns and proactively coach the employee to be more effective with their various stakeholders. Hold them accountable to the same level of performance as you would with those who do not share a similar style or approach to work 15) Be open to proficiency manifesting in a variety of ways. Rate employees on the delivery of the product/service and the stakeholder's satisfaction. If coaching on style, have explicit examples as to how the style or ‘the how’ was harmful to stakeholders and/or team 16) Keep balanced notes on the employees performance throughout the year. Then identify thematic areas of strength and opportunity to generate an overall or holistic performance rating for the employee. Be sure to note both the ‘wins’ and opportunities for improvement 17) Performance management is an individual evaluation process that should not be done in comparison to other employees. Assign ratings based on individual actions, contributions, and delivery, compared to the priorities set. 18) Recognize the effort and rate the actual performance delivered. Leverage IDP’s and other interventions to address developmental opportunities moving forward

Bias game.

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