Cognitive Diversity to win
Barbra Carlisle • April 4, 2025
Why Cognitive Diversity is the Leadership Advantage You’re Overlooking
The Hidden Problem in Leadership Teams
“We have an experienced team, but we keep running into the same issues. It feels like we’re stuck in a loop.”
Is this your experience? If so you are not alone.
This is basically group think – where we all just agree because it is the easiest path. Many leadership teams operate in this way, particularly in charities, non-profits, and housing associations, where leaders often rise through the ranks of the same sector. The result? A lack of cognitive diversity.
What is Cognitive Diversity, and Why Does It Matter?
Cognitive diversity refers to the differences in how people think, solve problems, and process information. Unlike demographic diversity, which focuses on visible characteristics like age, gender, or ethnicity, cognitive diversity is about how people approach challenges.
Research shows that teams with diverse thinking styles make better decisions and innovate more effectively. A 2023 study by the Chartered Management Institute (CMI) found that UK organisations with cognitively diverse leadership teams were 30% more likely to outperform their competitors (CMI, 2023). Yet, the same study highlighted that many UK charities and non-profits struggle to bring in fresh perspectives.
When everyone thinks alike, blind spots emerge. Leaders miss risks, overlook opportunities, and fail to adapt to change. But when teams include different problem-solving styles, they spot issues earlier, challenge assumptions, and generate more creative solutions.
Cognitive Diversity in Action
Think about a leadership meeting where a big decision needs to be made. You likely have:
• Visionary
thinkers—Big-picture, future-focused leaders who generate ideas but may overlook risks.
• Data-driven
analysts—Detail-oriented leaders who assess facts but may struggle to take decisive action.
• Relational
decision-makers—People who prioritise team impact and organisational culture.
• Action-focused
leaders—Those who push for decisions and implementation, sometimes too quickly.
Each of these thinking styles is valuable, but when one dominates at the expense of the others, teams become unbalanced. If only action-focused leaders drive decisions, risks get overlooked. If only relational leaders shape discussions, difficult decisions may be delayed.
In the case of one senior leadership team I worked with, their leadership team was dominated by big picture analytical thinks who were not big on detail and accountability. They were great at creating a vision, being ambitious on behalf of the organisation but less great at challenging and exploring concepts in practical next steps —they were missing those who ask, “Are we sure this is the right path and what steps are we planning to take to get there?”
Once you recognise what you are missing in a team you can start to take action. For example
1. Invite diverse voices
into decision-making—Bringing in external advisors and more analytical thinkers.
2. Shift meeting dynamics—Introducing structured time for challenge before decisions were finalised.
3. Giving yourself time
in the meeting to ask ‘What would a structural preference thinking say about this idea?”
The result? More strategic decision-making, fewer knee-jerk reactions, and a more adaptable leadership team.
How to Build Cognitive Diversity Into Your Leadership Team
If your leadership team feels like an echo chamber, here are three ways to bring in cognitive diversity:
1. Identify Your Team’s Thinking Strengths—and Gaps
Many leadership teams unknowingly over-rely on certain voices. Some are dominated by visionaries who struggle with execution. Others have practical problem-solvers but lack big-picture thinkers. A 2023 study by the Institute of Leadership & Management found that teams that balance strategic, relational, and execution-focused thinkers make decisions 25% faster and experience higher team engagement (ILM, 2023).
A simple step? Map out your team’s thinking styles and ask: Who do we need more of in the room?
At Glee we use 5 Voices or the Emergentics thinking tool to identify the dynamics in the room and to bring clarity in potential actions to mitigate group think.
2. Change the Way You Run Meetings
Most meetings favour the loudest and quickest thinkers. That means valuable perspectives—often from the more reflective members of the team—get lost.
One housing association I worked with changed their meetings by:
• Giving everyone time to reflect before discussions.
• Assigning someone to challenge decisions before finalising them.
• Encouraging those who think differently to speak first.
This small change led to better decisions and more balanced conversations.
3. Bring in Fresh Perspectives
If your team has been together for years, it’s easy to fall into groupthink. Actively seek outside perspectives—whether through board members, external advisors, or coaching.
A non-profit leader I worked with started bringing in junior team members for fresh input before final decisions. The result? More innovative thinking and higher engagement across the organisation.
Final Thought: The Leaders Who Value Different Thinkers
The most effective leaders don’t surround themselves with people who think like them. They build teams that challenge, refine, and strengthen ideas—because that’s where real innovation happens.
If you’re a CEO or senior leader looking to harness cognitive diversity to improve decision-making and team performance, let’s talk.
Book a meeting with Barbra from Glee Coaching today and start unlocking the full potential of your leadership team. Get in touch today barbra@gleecoaching.com
When I first stepped into a leadership role, I did what many of us do, I mirrored the leadership styles I had seen in action as a young professional. I had seen Cathy Garner at the Housing Corporation back in the mid 90s invite me to a senior level meeting and me to reply "Why Cathy I don't have anything useful to say" and her saying "Barbra it is about being in the room. Come, it will not be a waste of your time". Brilliant advice. I also sub consciously took in the directive leaders, the nice to face not quite so nice behind your back leaders and began to learn that leadership means different things to different people. I also experienced leaders who manipulated and coerced me into positions that were simply not comfortable for a young female professional. What I came to learn that I had to be naturally me as a leader. Yes I over share, yes I make light of things, yes I am a glass half full person. I worked on recognising when that style didn't bring the best out of the people around me and I flexed my style. Uncomfortable but definitely rewarding. We all have it in our gift to ask "what kind of leader do I actually want to be?" In today’s leadership landscape, especially in the charity and non-profit sector, authenticity isn’t just a nice-to-have — it’s essential. According to recent research from CIPD, only 26% of L&D leaders feel their organisations are truly receptive to their ideas. That disconnect often stems from leaders not feeling confident in their own voice, or unsure how to bring their full selves to the table. Or bringing their full selves without filters and being told they are too loud, too this or too that. Why your leadership style matters Your leadership style shapes how people experience you — and how they experience their work. When you lead in a way that aligns with your values and personality, you create psychological safety, trust, and clarity. When you lead in a way that feels performative or borrowed, it can create confusion or even mistrust. When you lead without any consideration of what it is like to be on the other side of you I am sorry to say you will fail. Because not everyone will work well with the natural you. At Glee Coaching, I often work with new CEOs and senior leaders who are still figuring out what kind of leader they want to be. Some are navigating imposter syndrome. Others are trying to balance being approachable with being strategic. The truth is, there’s no one-size-fits-all model. But there is a way to lead that feels like you — and that’s where the real impact happens. How to start finding your style Observe, but don’t copy. Learn from others, but filter it through your own values and strengths. Ask for feedback. Not just on performance, but on how people experience your leadership. Try tools that build self-awareness. Programmes like Discover Your Leadership Voice (which I run monthly) help leaders understand their natural communication style and how to adapt it to others. Reflect regularly. What’s working? What feels forced? What energises you? Leadership isn’t about being the loudest voice in the room. It’s about being the clearest, most consistent version of yourself — and helping others do the same. Get in touch if you want to chat about how you can find your own style of leadership that works for you and those around you.
“I learnt a lot by going in and making the cups of tea, and hoovering up for them.” That quote came from Alan Adams, General Manager of Southport Flower Show and a guest on my podcast *The Unlikely Executive*. It stuck with me, not because it was about tea or hoovers ( though I do like the former, the latter less so), but because it captured something about a certain type of leadership: the insight that comes from experiencing all aspects of the organisation. I believe this links to leader empathy. In the charity sector, I have met three broad types of leaders 1. those who have 'worked' their way up 2. those who have pivoted from private to third sector and entered at a senior level (more about them in a later newsletter article) 3. those who have almost been pushed into leadership through personal circumstance (for example those who set up charities on the back of a personal trauma - again I will post about this at a later date) Today I want to focus on those who have worked their way up. They’ve been on the frontlines, run community events, answered helpline calls. That experience gives them a deep understanding of the people they serve and the teams they lead. But what if you didn’t start there? What if you came into leadership from another sector, or stepped into a senior role early in your career? Does that mean you’re missing something? Not necessarily. But it does mean you need to be intentional about how you connect with the frontline. Why it matters Leaders who understand the day-to-day realities of their teams make better decisions. They build more trust. They’re more likely to spot issues early and respond with empathy. In a recent People Management report, 41% of UK businesses now see learning and development as central to their strategy. That includes developing leaders who can connect across levels — not just manage from the top. How to build that connection (even if you didn’t start at the bottom) Spend time with your team. Not just in meetings, but in their world. Sit in on calls. Visit service sites. Ask questions. Listen without fixing. Sometimes the most powerful thing you can do is listen without jumping in with a solution. Be curious, not performative. People can tell when you’re ticking a box. Show genuine interest in their work and challenges. Share your own learning curve. Vulnerability builds trust. If you’re learning, say so. - my own personal favourite - have a work experience week - where you do a role that you have never tried before and take advice and guidance from the current postholder. At Glee, I work with leaders who want to lead with more empathy and impact — whether they started on the frontlines or not. What matters most is your willingness to understand, adapt, and grow. Because leadership isn’t about where you started. It’s about how you show up now.
