• 22 May 2025
• Posted by: Ellice Whyte
• Categories: Leadership, Workplace

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I’ve been watching the latest season of Reacher and one line keeps coming back to me.

“Assumptions kill.”

Now, Jack Reacher is usually talking about military tactics, but it struck me how well that phrase applies to the workplace too. While assumptions might not get you physically hurt in an office, they can absolutely kill trust, clarity, motivation, inclusion, and performance.

And the truth is, we all make them.

The Quiet Damage of Everyday Assumptions

At work, assumptions show up all the time. And they’re usually invisible… until they’re not.

We assume someone will follow up on something we mentioned.

We assume they understand what we meant in a message.

We assume silence means agreement.

We assume if someone doesn’t ask for help, they’re fine.

But those assumptions can lead to miscommunication, tension, frustration, and ultimately poor working relationships. They damage team dynamics not because people are trying to be difficult but because the expectations are never spoken aloud.

Assumptions and Behaviour: The Risk of Misjudgement

As a business psychologist working in the neurodiversity space, I see the dangers of assumptions all the time. One of the most harmful is assuming we know what someone’s behaviour means.

For example:

• Lateness might be seen as laziness, when it could be executive functioning challenges, anxiety, or caring responsibilities.
• Direct communication might be interpreted as rudeness, when it could be someone’s natural style or a cultural difference.
• Silence in meetings could be assumed to be disengagement, when actually it’s processing time, nervousness, or not feeling psychologically safe enough to speak up.

We’re constantly interpreting other people’s actions through our own lens and often getting it wrong.

Assumptions in Selection and Leadership

This is especially risky in recruitment and leadership.

People often say they “trust their gut” in interviews but gut feeling is just another word for bias. We make snap judgments based on how similar someone is to us, whether they make eye contact, or if they have a ‘confident’ handshake. But none of that tells us whether they’re right for the job.

And when leaders assume someone is underperforming because they’re not capable (rather than asking why), people can end up unsupported, misunderstood, and unfairly judged.

What Can We Do Instead?

We can’t eliminate every assumption because we’re only human. But we can get better at noticing them, questioning them, and replacing them with curiosity.

Here’s how:

1. Don’t assume—ask. What do you need to feel supported? What would help you work better?
2. Clarify expectations. Don’t rely on ‘implied’ roles or responsibilities—talk about them.
3. Be aware of behaviour biases. What else could be going on behind what you see?
4. Break the silence. Just because someone’s quiet doesn’t mean they’re on board.
5. Stay curious and open-minded. Assumptions close down options. Curiosity opens them up.

Assumptions might be easy—but they rarely serve us well. They can create division, misinterpret people’s strengths, and stop us from supporting our colleagues in the ways they actually need.

So next time you feel yourself filling in the blanks: Pause. Ask. Explore.

Because when we replace assumptions with understanding, we create teams that are safer, fairer, and far more effective.

And Reacher would approve of that!

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