Hi, Peter - excellent observations about an important and somewhat less discussed aspect of effective leadership.

I admit freely to being guilty as charged as I review my own biases toward skills I believe I possess and am effective in, rather than considering those other skills (ones I do not possess at a competent level).

This is one of those human nature things, where we appreciate something which we amply possess, maybe because we understand the effort required to become proficient in a thing.  Maybe we just resonate with those who are more like us, as you indicated.   Whatever the reason, a bias can emerge, which lessens our effectiveness.

I am very impressed that your senior leadership team was able to recognize and overcome this by looking for the rising star who could resist this bias.   My experience with management teams has been much different ... too often, I have seen silos abound and be strongly defended, while attempts to bridge gaps die for lack of support.   Not in all cases, but too often.

I honestly cannot point to a specific tool or strategy that has helped me understand all this and change my behavior.  Upon reflection, it seems to have been a long process of experience, education, reflection, and motivation to work more effectively.   I have seen the results of biased hiring and promotion, engaged in formal and informal learning about leadership and management, and thought deeply with trusted others (like here on Lead Change Group) about this and other issues.

Many in management and leadership positions do none of these things,  but continue to manage and lead as they have learned from those who came before them, without questioning whether the way they do so is effective.

Thanks for keeping this particular discussion going:)

John