Bias Busters: Escaping the Echo Chamber at the Top

This McKinsey Quarterly piece shows how egocentric anchoring and authority bias can amplify a leader's perspective while muting everyone else's, degrading decision quality. Its remedy is for leaders to ask whether a conclusion is true for the organization or just for them, and to deliberately seek evidence from people closest to the work and build guardrails against authority bias that discourages dissent. For founder-led SEA firms where the leader's voice dominates, these are practical debiasing habits for the boardroom.