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What changes when you stop assuming people “get it” and start checking what they actually heard?

In this chapter of Seeing Sideways, I break down egocentric bias—why we think others see what we see—and show simple ways to improve clarity, perspective-taking, and leadership communication. Walk away with practical prompts and routines that cut misunderstandings and build trust.

Key Takeaway Insights & Tools

• Egocentric bias defined—“why we think others see what we see.” It tricks us into believing our intentions are obvious, our logic is universal, and our tone is clear. — 00:01:05
• The trap: brevity reads as cold, sarcasm lands as insult, “one pass” explanations don’t align teams. We blame their interpretation instead of our clarity. — 00:02:11
• The twist: this bias once saved effort in homogenous groups, but today diversity of contexts makes the shortcut unreliable. Projection ≠ connection. — 00:02:57–00:04:25
• The cost: trust erodes when we assume understanding. Vague instructions, misaligned teams, and conflicts that mistake “my reality” for the reality. — 00:04:25–00:05:46
• The contrarian move: perspective-taking, clarity checks, and reflective empathy. Ask, “What might they be seeing that I’m missing?” and make understanding a routine, not an accident. — 00:05:46–00:07:32

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