
Bias in the boardroom: Good or bad?
Of the many biases humans are prey to – such as anchoring bias, loss-aversion bias, status quo bias, and recency bias – confirmation bias can be most evident in the boardroom. But...

by Robert Vilkelis Published September 4, 2025 in Brain Circuits • 4 min read
Never assume your audience is excited to hear from you.
Connection stands on two pillars: the audience must see you as both competent and relatable. These can seem at odds, but they should be woven together. First, establish credibility with a direct, overt statement that links your status to their reality.
For instance, say, “When I was a Program Director operating a 150-person business, we faced the same challenge you’re facing now…”
This single sentence proves you have the right to speak on the topic. From there, build commonality by interlacing other experiences through anecdotes and examples. This avoids sounding arrogant and instead builds a sense of shared understanding, making you not just an expert but a trusted peer.
Never assume your audience is excited to hear from you. They may be tired, distracted, or only there for the free lunch. The fastest way to build trust is to acknowledge their reality without judgment. Openly validating their state of mind gives them permission to be as they are, which paradoxically makes them more willing to listen.
Start with an inclusive acknowledgement: “Maybe you’re here because you’re interested to learn more. Perhaps you’re leading a project and want to see how today’s topic can help you. Maybe you’re just here because it gets you out of other meetings! Wherever you’re at, I’m glad you’re here.”
Building a personal relationship with an audience feels risky, but it doesn’t have to be. The safest and most effective method is to share anecdotes about universal experiences. The key is to frame it as an invitation, not a declaration.
Instead of telling your audience, “I know your projects are frustrating”, say, “I remember one project where nothing went right, and it was incredibly frustrating. Maybe you can relate?” This allows the audience to see their own experience reflected in yours without being told what to think or feel. You’re not insisting you and the audience are the same: you’re creating a space where, for a moment, you share a human truth. This is the essence of genuine connection.
Connection is the final, essential step in ensuring you are remembered for the right reasons: it’s what ensures your focused message, tailored to their world, leading to a clear outcome and delivered with profound simplicity, is actually received.
How to be remembered for the right reasons #1: Focus on your message
How to be remembered for the right reasons #2: Get into their world
How to be remembered for the right reasons #3: Deliver on an outcome
How to be remembered for the right reasons #4: Keep it simple

Robert Vilkelis is an education professional with a track record of designing and delivering large-scale learning experiences that prioritize scalable structure and the people at its core. He has managed complex operations, led multi-layered teams, and driven measurable improvements in learner satisfaction, retention, and impact across international English camps and EdTech spaces.

9 hours ago • by Patrick Reinmoeller in Brain Circuits
Of the many biases humans are prey to – such as anchoring bias, loss-aversion bias, status quo bias, and recency bias – confirmation bias can be most evident in the boardroom. But...

March 19, 2026 • by Anna Erat in Brain Circuits
As workforces age, organizations must confront a critical question: how will extended lifespans reshape leadership, organizational strategy, and the very concept of a career? Anna Erat identifies four focus areas to sustain...

March 17, 2026 • by Jennifer Jordan in Brain Circuits
To transition into the boardroom, you need a brand, a unique board proposition, and a governance mindset - but you also need to consider the value you add and the cultural fit...

March 12, 2026 • by Simon J. Evenett, Oliver Jones in Brain Circuits
Research indicates that 14% of companies report net positive effects from political risks that disrupted competitors, creating market openings to capitalize on temporary dislocations and long-term shifts in global trade patterns. Simon J...
Explore first person business intelligence from top minds curated for a global executive audience