Leaders’ evaluation fallacy

Evaluation Fallacy by consciously separating first impressions from final judgments. A good practice I had initiated in interviews, including those used for promotions, was to ensure no one could cut short a discussion before the stipulated time. This avoided a quick closure of the decision based on first impression. Also, good leaders treat early impressions as hypotheses, not conclusions. Instead of deciding who someone is, they create opportunities for people to demonstrate capability in real situations—short assignments, cross-functional projects, problem-solving tasks, or temporary leadership responsibilities.

When leaders deliberately observe how individuals think, respond to pressure, collaborate, and take ownership, their understanding becomes grounded in behaviour rather than perception.

Equally important is developing the discipline of being flexible to revise one’s judgment. Leadership maturity lies not in being right the first time, but in being willing to update one’s view as new evidence appears. Some of the most capable contributors in organizations are those who reveal their strengths only when responsibility is real and stakes are high. Leaders who stay curious during execution—watching how people grow, adapt, and respond—build stronger teams than those who freeze people into early labels.

In conclusion

Leadership is not the art of judging people quickly; it is the discipline of observing the behaviours and evaluating them clearly as the actions unfold. We must also remember that by providing labels early on, we tend to fall into the confirmation bias trap, in which we notice behaviours that support our initial hypothesis or judgment and reject those that contradict it. It is, therefore, only by deliberate action that one can overcome the fallacy of evaluation.

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