Interview Bias: How It Happens & How to Avoid It, Part 2

Interview Bias

This article is the second in 180one’s two-part series looking at how your organization can avoid interview bias and improve your hiring processes. To read part one of this series, click here. To learn more about the best practices around Diversity, Equity and Inclusion (DEI) during the hiring process click here to read our recent article


Part II

Have you ever felt strongly within the first five minutes of meeting a job candidate whether she or he would be a good fit for the job? We’re social creatures, and it’s human nature to make a quick decision on whether we like someone, based on our own background and beliefs. Likewise, in a business setting, hiring managers can be powerfully and unconsciously influenced by their biases throughout the candidate selection and interview process.


Trying to coach your hiring team to completely let go of bias goes against human nature, but you can guide them on how to be aware of and diminish implicit biases. Then you can put your company resources toward de-biasing hiring procedures rather than mindsets, so that it is a lot harder for personal feelings to influence an objective assessment of the best candidate for the job.


Types of Interview Bias

First, to look at how you can de-bias your interview process, consider the most common types of interview bias you will need to tackle, as found by personnel psychologists and organization researchers:


“Like Me” Bias: When a candidate appears to be similar in style or personality to the hiring manager, and as a result, the hiring manager feels that candidate would be best suited for the job.


Halo/Pitchfork Effect: The Halo Effect happens when one positive characteristic of the candidate influences the entire interview process in favor of the candidate. The Pitchfork Effect happens when one negative characteristic overshadows the candidate’s overall qualifications.

Bias Cartoon

Stereotyping Bias: Our inclination to hold an opinion about how a person will think or act because they’re a certain race, gender, religion or another characteristic.


Nonverbal Bias: When a candidate is assessed in a positive or negative light because of an observed attribute, such as body language or an aspect of physical appearance.


Negative Emphasis Bias: When the interviewer receives one piece of negative information and give it more weight than all the positives about a candidate.


Cultural Noise: The interviewer’s ability, or lack of, to distinguish between a candidate’s answer that is crafted to be more socially acceptable or on-trend rather than revealing their true belief or experience.


Contrast Effect: When a candidate with a stronger presentation style interviews after a weaker-style candidate, the stronger-style candidate may appear more qualified because of the contrast between the two.


(There’s more info on these common biases in Part I of our series, which you can find here.)


In a nutshell, if you think a candidate is or isn’t going to work based on your first reaction or stereotypes, you’re likely to look for reasons to hire or not hire. We find that some of our clients make a judgment based on a candidate’s current or most recent employer, commenting for example that “Their culture is very different than ours and they wouldn’t be a good fit here.”


For example, a candidate may currently be employed in an organization that has a reputation of being slow in decision making, and the hiring organization sees themselves as fast paced decisive. However, just because someone works at a company with a vastly different culture, it doesn’t necessarily mean that the candidate prefers this culture or can only work in that type of culture. The candidate’s current company culture might be a reason why they are looking to make a move.


Yes, these biases stem from human nature, but you can start to neutralize their impact before your candidates even walk through the door. And there’s good reason to make de-biasing a priority – recent studies of diversity in senior-level staffing in a variety of industries have shown definitively that a more diverse workplace is a higher-performing workplace.


For example – in their latest report, “Diversity Matters,” the global management consulting firm McKinsey & Company found that more ethnically diverse companies are 35 percent more likely to outperform their competitors, and that more gender-diverse companies are 15 percent more likely to outperform their competitors.


Strategies to Diminish Interview Bias & Diversify Your Team

You can begin de-biasing your process by readying your hiring committee for their resumé reviews and interviews. Create a preparation plan that highlights how to stay aware of diversity, equity and inclusion throughout the hiring process. That plan could include:


  • Briefing session: Your hiring manager can describe the company’s goals for the position, and how those goals tie to the diversity, equity and inclusion goals of your organization overall.
  • Self-Assessment: “Do I have bias?” can be a hard question to ask yourself, but it’s important to be self aware when participating in the hiring process. You can prepare your hiring team by providing research about implicit bias, and encourage them to do research of their own, such as watching this quick video series about implicit bias created by UCLA’s Office of Equity, Diversity and Inclusion.


A technique we at 180one recommend to mitigate bias is assembling a hiring committee, and picking a diverse team, including members from a variety of ethnicities, gender identities, and age groups who you know work well together. Assign each member or group of members a specific aspect or two of the candidate to focus on. This keeps interview team members in an objective frame of mind about the candidate.


For example, you could assemble a hiring committee of six, and break them into teams of two, which each focusing on two categories:

  • Team 1: Focus on the candidate’s executive leadership skills and business partnering.
  • Team 2: Focus on the candidate’s relatability to company culture and potential for good fit.
  • Team 3: Focus on the candidate’s technical ability to do the job.


With this technique, members of your hiring committee won’t wander into other areas in which there may be unintentional judgments that are not relevant to the job or the candidate’s readiness.


For the next step, personnel psychologists and management consultants recommend blind hiring to remove bias from the process and develop a more diverse candidate pool. You can use a search firm like 180one to prescreen candidate application materials with your hiring goals in mind, so you are not seeing any applicant data that may trigger positive or negative associations before a candidate walks through your door.


When you get to the interview stage, a structured interview that standardizes your questions and the order they are asked will significantly cut back on subjectivity. Personnel psychology research has shown that the more social exchange of an unstructured interview opens up the most opportunities for bias, yet predicts less than 15% percent of ultimate employee performance. You will get a much more objective picture of the candidate by focusing on questions that are skill-based and allow the candidate to explain how he or she would handle situations on the job.


During the interview, consider scoring or taking notes on the answer to each question right after it’s answered. Then after the interviews are completed, the feedback loop among your hiring committee members is very important: they can compare candidate answers side-by-side for each question and rank those answers under the hiring-focus categories your team has set. This systematic comparative evaluation also cuts back greatly on opportunities for biases to guide their impressions.


Companies invest significant time and money to attract the most qualified candidates for executive-level positions, and you want that investment in the hiring process to lead to selecting the most suited person for the job. Diversifying hiring committee assembly, preparing that committee with bias training, structured candidate interviews, and comparative evaluation of answers are smart steps to take in diminishing interview bias and choosing the best talent to serve your organization.

 

Sources cited: Harvard Business Review | McKinsey & Company, Inc.

The Cost of Hesitation: Why Delaying a Leadership Change Quietly Destroys Value

By Greg Togni • January 12, 2026
Few decisions carry more weight, or more emotional friction, than upgrading management. Whether in a private equity–backed business or a closely held private company, leaders know the decision matters. They also know it’s uncomfortable. Incumbent executives may have helped close the deal, built the business, or earned deep loyalty from employees and customers. In that context, waiting can feel prudent, even humane. Yet across ownership structures, cycles, and industries, the evidence points in one direction: delaying action on leadership misalignment quietly erodes value long before performance visibly breaks. What the Data Consistently Shows Research across management transitions paints a consistent picture. Roughly half of PE-backed companies replace the CEO within the first two years of ownership, with many changes occurring in the first year. Studies of executive transitions show failure rates between 30% and 40% in the first 18 months, most often driven not by incompetence but by misalignment—on mandate, pace, or priorities. The lesson is not that boards are impatient. It’s that leadership fit matters more than familiarity, and a misfit rarely corrects itself with time. The Most Expensive Period Is After Doubt Sets In By the time a board or ownership group agrees that a leadership upgrade may be needed, value erosion is often already underway. Growth initiatives slow. Decision-making becomes cautious. Reporting grows heavier as leaders explain results instead of driving them. High performers sense uncertainty and begin to disengage. In PE-backed environments, this dynamic plays out faster and with fewer buffers. But private companies experience the same slow bleed, just over a longer horizon. The “One More Quarter” Fallacy “Let’s give it one more quarter” is one of the most expensive sentences in governance. Boards and owners often justify delay by pointing to an initiative in flight, system implementation, or temporary market headwinds. But studies of executive performance show that trajectory matters more than absolute results. If clarity, momentum, and conviction are not improving, time rarely fixes the issue. A common pattern: leadership change is debated for several quarters. When a new executive finally steps in, they make decisive moves within 60 to 90 days, moves that had been discussed, analyzed, and deferred for a year. The opportunity cost of that delay is real, even if it never appears cleanly in the P&L. Missed Windows Are Permanent Losses The most dangerous cost of waiting is not short-term underperformance; it’s a missed opportunity. In PE-backed companies, similar windows appear around add-on acquisitions, operational transformations, or pricing resets. A capable but misaligned leader can miss those windows by moving too slowly or pulling the wrong levers. Once missed, those opportunities rarely reopen on the same terms. Loyalty Is Expensive, But So Is Delay Many delayed leadership changes stem from understandable loyalty: to founders, long-tenured executives, or leaders who were instrumental during diligence or early growth. But fiduciary responsibility ultimately outweighs emotional equity. The most effective boards separate gratitude for past contributions from clarity about future requirements. They also recognize that earlier action is usually kinder. Early transitions allow for controlled narratives, thoughtful role changes, and dignified exits. Late-stage changes tend to feel abrupt, personal, and destabilizing. A Simple Test for Owners and Boards One question cut through most debates: If we were hiring for this role today, knowing what we now know, would we make the same choice? If the answer isn’t an unambiguous yes, delay rarely improves the outcome. Another signal is how leadership discussions consume time. When meetings shift from strategy and growth to coaching, shielding, or compensating for leadership gaps, the decision has often already been made, just not acknowledged. Why Smart Owners Explore the Market Early High-performing PE firms, and increasingly, sophisticated private owners, often explore the executive market before a final decision is reached. This isn’t about undermining management; it’s about sharpening judgment. Seeing the caliber of available talent reframes the question from “Can this work?” to “Is this the best we can do?” In many cases, an external perspective provides clarity faster than another quarter of internal debate. Timing is Everything Upgrading management is never easy. But the evidence, data, deals, and lived experience are clear: indecision is rarely neutral. The organizations that consistently outperform aren’t the ones that change leaders most often. They’re the ones who change them on time. And in a world of compressed timelines, competitive markets, and rising expectations, timing isn’t just a leadership issue; it’s a value creation issue.

New Opportunity: General Counsel

By Effie Zimmerman • January 5, 2026
General Counsel ABOUT THE COMPANY A-dec is the premium leader in the dental equipment industry, designing and manufacturing products that span dental chairs, lights, handpieces, furniture, air management, infection control, and delivery systems found in dental offices and operatories. With over 1300 employees and headquartered in Newberg, Oregon, A-dec’s familial culture and values have been attributed to their commitment to the Newberg community and its employees through various investments and programs. ABOUT THE POSITION The General Counsel (GC) will manage legal matters for the organization and affiliated entities, including all litigation defense coordination, intellectual property, business development, contracting, unfair trade practices, anti-trust, corporate governance, and the coordination of legal matters managed by outside counsel. GC will provide legal advice to management, provide counsel on negotiating corporate transactions, and prepare related documentation. Provide strong leadership, guidance, and pragmatic business acumen, recognizing the business consequences of legal advice. GC is a strategic and innovative thinker who can develop and articulate a clear understanding of the company’s strategy from all perspectives and find creative solutions to complex legal problems with a strong ability to balance legal and business risk. DUTIES & RESPONSIBILITIES Corporate Governance & Strategy Serve as a trusted legal advisor to the executive leadership team on corporate governance and risk management. Oversee corporate governance matters, including board support, entity management, and compliance with applicable corporate laws. Support business development, joint ventures, and other strategic transactions from due diligence through integration. Board meeting preparation and serves as acting Secretary in Board of Directors’ meetings and prepares all necessary Board and Shareholder documents. Regulatory & Compliance Partner with corporate regulatory leaders to ensure compliance with U.S. and international laws and regulations applicable to medical/dental devices, manufacturing, quality systems, and global distribution. Interface with corporate regulatory leaders to manage regulatory risk and ensure compliance. Develop, implement, and maintain company-wide compliance policies and training programs. Commercial & Contract Management Draft, review, and negotiate a wide range of commercial agreements, including supplier, distributor, licensing, manufacturing, and customer contracts. Support global sales and supply chain operations with practical, business-focused legal guidance. Establish contract standards and processes to improve efficiency and risk management. Intellectual Property Oversee protection, management, and enforcement of the company’s intellectual property portfolio, including patents, trademarks, and trade secrets. Work with internal teams and external counsel on IP strategy aligned with product development and global expansion. Litigation & Risk Management Manage all litigation, disputes, and claims, including product liability and commercial matters. Select and manage outside counsel, controlling costs and ensuring high-quality outcomes. Oversee risk mitigation strategies. Legal Operations Build and lead the legal function, including internal staff and external legal resources. Develop budgets, manage legal spend, and improve legal operations and processes. Foster a culture of ethics, compliance, and sound risk judgment across the organization. MINIMUM QUALIFICATIONS Knowledge, Skills and Abilities Strong business acumen with the ability to balance legal risk and commercial objectives. Deep understanding of regulatory, compliance, and quality requirements in a manufacturing environment. Excellent negotiation, communication, and leadership skills. Practical, solutions-oriented mindset with high ethical standards. Ability to work collaboratively with business clients and proactively become involved in business initiatives. Ability to interact effectively with associates at all levels in all businesses across North America and in countries where A-dec has a presence. Ability to interface and negotiate with legal representatives at dealers and suppliers. Ability to communicate clearly, concisely, and effectively. Good listening skills. Skilled at working independently and leading critical matters to conclusion with little supervision, while coordinating with other attorneys and stakeholders. Demonstrated ability to quickly establish trust and rapport within A-dec. Strong leadership skills to manage projects and influence decisions, with the ability to be persuasive in reinforcing the best interests of the company. Understands business implications of decisions. Strong analytical, organizational, and time management skills. Travel, including internationally as needed, to perform the duties of the job. Expert legal document drafting and research skills. Education and Experience Requires Juris Doctor (JD) from an accredited law school. Must be a member of the bar in good standing; admission to the Oregon State Bar preferred. 10+ years of legal experience in a relevant law firm or corporate setting. Experience as an Associate, Assistant, or General Counsel is preferred. Experience in medical devices, pharmaceuticals, or other healthcare-related experience is desirable. Experience in a manufacturing business is preferred. Experience in a global business with international distribution is preferred. Interested in Learning More? 180one has been retained by A-dec to manage this search. If interested in learning more about the opportunity, please contact Lisa Heffernan / 971.256.3076/ lisa@180one.com .

New Opportunity: Chief Financial Officer

By Effie Zimmerman • December 23, 2025
Chief Financial Officer ABOUT THE COMPANY Superior Duct Fabrication is a market-leading fabricator of highly technical commercial ducting and specialty HVAC products, serving mission-critical end markets such as data centers, semiconductor manufacturing, healthcare, higher education, and industrial facilities. Founded in 2002 and headquartered in Pomona, CA, Superior operates out of five strategic manufacturing sites across the Western U.S. and Ohio, with a deeply experienced union workforce, vertically integrated operations, and a reputation for quality, speed, and reliability. In 2025, Seattle-based private equity firm Pike Street Capital made a platform investment in Superior to accelerate growth through geographic expansion, product innovation, and targeted acquisitions. With a strong leadership team, trusted customer relationships, and increasing demand for sophisticated air handling solutions, Superior is positioned for rapid, scalable growth. THE ROLE Superior is seeking an experienced and results-driven Chief Financial Officer (CFO) to lead the financial strategy and execution of its private equity-backed, high-growth business. The CFO will play a critical role in enabling both organic and acquisitive growth, optimizing operations, and driving value creation in partnership with the CEO, President, and private equity sponsor. This is a hands-on executive leadership role ideal for a proven financial leader with deep manufacturing expertise and a track record of operating in dynamic, performance-driven environments. RESPONSIBILITIES Executive & Strategic Leadership Serve as a strategic partner to the CEO and executive team, actively contributing to policy, direction, and long-term planning. Help define and execute the company’s growth strategy in alignment with operational, financial, and market objectives. Drive a high-performance culture through accountability, transparency, and collaboration. Lead by example, setting the tone and culture across the organization. Operate as a player/coach—comfortable building models, developing presentations, and engaging directly in critical business issues. Attract, develop, and retain top-tier financial and operational talent. Lead major business initiatives and projects (e.g., productivity improvement, pricing strategies) with measurable results. Shoulder broad business leadership responsibility, beyond traditional finance functions. Financial Planning & Analysis (FP&A) Own the development and ongoing refinement of annual budgets, monthly forecasts, and long-term financial planning. Track and maintain key performance indicators (KPIs) to measure performance against strategic goals. Conduct hands-on analysis of financial performance, with actionable insights to achieve growth and EBITDA targets. Lead investment analysis and decision support—including customer pricing models and full business case development. Demonstrated expertise in labor cost management and margin improvement strategies. Bring experience across multiple ERP platforms; ERP selection and implementation experience is highly preferred. Accounting & Financial Operations Oversee all accounting and finance functions, ensuring accuracy, integrity, and timeliness of financial information. Prepare and deliver comprehensive financial reporting packages, including monthly P&L, balance sheet, cash flow, and covenant compliance. Ensure all financial statements are prepared in accordance with GAAP and meet internal and external stakeholder requirements. Lead all month-end close activities, including general ledger, balance sheet reconciliations, and overhead allocation. Enhance and scale accounting processes, systems, and internal controls to support company growth. Coordinate the annual audit process, ensuring unqualified audit results. Lead the preparation and management of company-wide budgets, including revenue and capital expenditure planning. Treasury & Working Capital Management Lead cash flow forecasting, management, and decision-making around weekly cash disbursements. Improve the full cash cycle—credit policy, collections, inventory, and payables management. Manage lender relationships and covenant compliance. Use forward-looking cash flow analysis to guide capital structure decisions and working capital strategy. M&A & Private Equity Engagement Collaborate with the leadership team and private equity sponsors on M&A add-on strategies and roll-up execution. Experience or understanding of value creation planning, reporting, and board-level communication. QUALIFICATIONS Bachelor’s degree in Finance, Accounting, Business Administration, or a related discipline; CPA and MBA strongly preferred. Extensive experience in senior financial leadership roles, ideally within a private equity-backed or high-growth manufacturing environment. Deep understanding of financial and operational disciplines, including P&L ownership, balance sheet management, cash flow optimization, and capital allocation. Demonstrated experience in corporate governance, risk management, and regulatory compliance. Proven ability to lead complex negotiations related to financing, vendor agreements, M&A, and commercial terms. Expertise in budgeting, forecasting, financial modeling, and working capital management; prior public accounting experience is a plus. Strong business acumen with the ability to quickly assess new challenges and make sound, data-driven decisions in a dynamic environment. Natural leadership presence with the ability to build trust and credibility across all levels of an organization and with external stakeholders. Resilient under pressure with a disciplined approach to prioritization, execution, and delegation. Exceptional communication skills—both written and verbal—with the ability to clearly articulate financial concepts to non-financial stakeholders. Committed to service excellence, with strong interpersonal skills and a collaborative leadership style. High attention to detail and precision, balanced with the ability to think strategically and see the broader business context. Interested in Learning More? 180one has been retained by Superior Duct Fabrication to manage this search. If interested in learning more about the opportunity, please contact Tom Haley /503.334.1350/ tom@180one.com .
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