“Similar to me” error

The “similar to me” error occurs when an individual is treated preferentially because the decision-maker sees him or herself in that person. This manifests in the interviewing process where the interviewer envisions a younger version of himself. It also impacts promotional decisions when managers see themselves in “up and comers”. It flies in the face of diversity initiatives and it is termed an “error” for a reason. How can we ever truly grow if we cherish and nurture only those who are identical to ourselves? Why do leaders continue to take the path of least resistance? A firm with “minnie me’s” who are in the succession pipeline will not keep pace with its competition. Further, when the “good old boy” network is solidly in place, the company misses out on what females, individuals with disabilities, veterans, and those of other races offer. And I’m not talking about a positive spin on the old Affirmative Action plan – I’m talking about differing perspectives that may strengthen the company, identify customer needs, and offer creative solutions that the good old boys just can’t come up with. I hope I live to see the day when firms that pride themselves on being “traditional” and “steeped in culture” recognize that these words translate to “discriminatory” and “my way or the highway politics” – and they take proactive steps to embrace those who aren’t cookie cutters of the CEO.