As coaches, we often witness the invisible forces that shape team dynamics - those subtle patterns that either unlock potential or quietly stifle it. One such interplay, frequently overlooked, is the combination of a leader's psychological size - the perceived authority and emotional presence they project - and anchoring bias, our innate tendency to fixate on the first piece of information shared. This dynamic can transform an open discussion into a one-sided echo chamber, limiting candor, creativity, and growth.
For coaches working with leaders or teams in organisational settings, recognising this trap is essential. It reveals why some groups hesitate to challenge ideas, why decisions feel predetermined, and why psychological safety erodes over time. In group coaching sessions, surfacing this can spark transformative shifts, encouraging leaders to modulate their presence and teams to reclaim their voices. Let's unpack how this shows up, why it matters, and how you - as a coach - can guide exploration toward more fluid, inclusive ways of leading.
Recognising Psychological Size in Coaching Contexts
Psychological size refers to the felt relational power a leader holds in others' perceptions - not just from their role or expertise, but from the emotional footprint they leave. It's the "bigness" that influences how freely people express themselves.
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Large psychological size manifests as commanding presence: Leaders who dominate conversational space, speak with unwavering conviction, or subtly signal that their views are non-negotiable. In teams, this might show as deference, shortened responses, or unspoken agreement - even when doubts linger.
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Smaller psychological size appears as approachable humility: Leaders who invite input, share uncertainties, or step back to let others lead. This fosters openness but can sometimes lead to ambiguity or delayed accountability if overdone.
As a coach, you might spot this in client stories: A leader describes a "productive" meeting where ideas flowed "smoothly," yet upon probing, it emerges that no one pushed back. Or in group sessions, observe how a dominant participant's tone quiets the room, mirroring the trap in real-time. Challenge yourself: How often do you notice these cues in your own coaching presence? Adjusting your size intentionally can model the very skills you're teaching.
The Role of Anchoring: How It Reinforces the Trap
Anchoring bias, rooted in cognitive psychology, occurs when the initial information presented - be it a number, idea, or frame - unduly influences subsequent judgments. In isolation, it's a human shortcut for efficiency. But when amplified by a leader's psychological size, it becomes a barrier to true collaboration.
Consider the sequence:
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The anchor is set: A leader opens with a directive or opinion, like "Our priority should be scaling operations by 25% this year."
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Size adds weight: If the leader's presence feels imposing, team members anchor not just cognitively but relationally - questioning it risks perceived conflict or diminished status.
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Safety diminishes: Hesitation builds; people self-edit to align, leading to groupthink. Over time, this pattern entrenches, with anchors becoming unspoken norms.
In coaching, this might emerge when a leader laments "lack of initiative" in their team, unaware that their early anchors are the culprit. For group organisational coaching, facilitate role-plays: Have participants experience setting anchors with varying sizes, then debrief the felt impact. This challenges coaches to ask: What if the leader's "clarity" is actually closing doors?
Spotting the Trap in Teams and Leaders
This interplay isn't abstract - it's observable in everyday organisational life. As a coach, train your eye to these signs:
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In strategy discussions: A leader's opening benchmark anchors the group, framing alternatives as deviations rather than equals. Result? Narrowed options and missed innovations.
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During feedback or conflict: An initial assessment (e.g., "This project's delays stem from poor planning") anchors perceptions, making it harder to explore shared accountability.
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In high-stakes moments: Crises amplify size; anchors provide quick stability but can blind teams to adaptive paths if unchallenged.
Challenge for coaches: In your next session, map a client's recent interaction. Where did an anchor land? How did size influence uptake? For group coaching, use anonymous polls or timelines to reveal patterns - often, teams are surprised by how early words shape outcomes. This isn't about fault; it's about awareness leading to agency.
Exploring Alternatives: Mitigation Tactics for Coaches to Guide
The power of this insight lies in its malleability - leaders can learn to modulate size and handle anchors fluidly. As a coach, frame this as an opportunity for experimentation, not criticism. In individual work, use reflective questioning; in group sessions, co-create exercises to test new approaches.
Tactics to dial down size and loosen anchors
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Encourage starting with inquiry: Guide leaders to begin meetings with "What perspectives are we bringing today?" rather than their view. This shifts the relational dynamic, making anchors collaborative.
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Promote provisional language: Coach on phrases like "This is one angle - let's build on or challenge it." It reduces the anchor's stickiness while signaling safety.
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Incorporate body and tone awareness: In sessions, role-play warmer cues (open gestures, pauses) to shrink felt size, then discuss the difference in group energy.
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Foster vulnerability: Challenge leaders to share an "uncertain anchor" first, like admitting gaps in their thinking, to equalise power.
Tactics to counter anchoring while preserving authority
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Delay leader input: In group coaching, structure rounds where team members anchor first - observe how this flips dynamics and builds collective ownership.
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Introduce counter-anchors: Teach tools like "What if we considered the opposite?" or data-driven ranges to pull away from initial frames.
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Build systemic norms: Help organisations embed habits, such as dedicated "challenge phases" post-anchor, to normalise dissent without relational risk.
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Reflect and iterate: Use post-event debriefs: "How did the opening influence us? What could we adjust?" This turns observation into actionable learning.
These tactics challenge traditional leadership models - pushing beyond "command and control" toward adaptive fluidity. As a coach, pose provocative questions: What if your size is a tool, not a trait? How might rethinking anchors redefine team bravery?
Unlocking Deeper Insights with Promana
At Promana, we equip coaches with frameworks to dive into these dynamics, blending psychological insights with practical tools for organisational transformation. Whether in one-on-one leader development or group sessions, exploring the anchoring + psychological size trap can reveal hidden levers for performance. Imagine guiding a team to not just recognise silence but redesign interactions for true inclusion - leading to faster innovation, stronger trust, and sustained results.
This is more than theory; it's a call to challenge your practice. How might integrating this lens elevate your coaching impact? Dive deeper with Promana's resources, and see how small shifts in presence create profound change.