The Trap of Feeling Superior by Surrounding Yourself with Followers

The Trap of Feeling Superior by Surrounding Yourself with Followers

I once had a manager who was qualified, experience, but always insecure about feedback and had an opinion on everything—from business strategies to music, chemistry, and even space technology! You name it, and he had something to say. It felt like he could solve the world’s problems if only he had more time! At first, I found his confidence impressive. But over time, things changed.

For some unknown reason, he began to feel insecure. Maybe it was because the rest of the team was smart and hardworking, or maybe he realised that others were catching up or surpassing him. He started making changes, like hiring people who wouldn’t challenge him and would simply agree with everything he said. He needed cheerleaders, people who would make him feel like the smartest person in the room. And that’s where Social Comparison Bias came into play.

What is Social Comparison Bias?

In simple words, Social Comparison Bias is when we compare ourselves with others to feel superior. It’s that little trick our brain plays, telling us, “Don’t worry, at least you’re better than them.” Some people take this to the next level by surrounding themselves with those who make them look better by comparison. It’s like always playing cricket with kids, so you can be the one hitting sixers all the time. Sure, it feels great, but it’s not real growth.

Examples in Different Fields:

Politics: Politicians sometimes surround themselves with less capable or less experienced people to appear more knowledgeable. In dynasty politics, you’ll often find leaders who make sure their inner circle isn’t strong enough to challenge their decisions, so they can always look like the “hero” of the story.

Corporate: In the business world, a leader may only hire “yes men” who agree with everything. This makes the boss feel smart and in control. But over time, the company suffers because there’s no real challenge or new ideas coming in.

Film Industry: Some actors avoid working with equally talented or more famous co-stars because they fear competition. They prefer movies where they are the main attraction, ensuring all the praise comes to them. This might make them feel like a superstar, but it limits their growth as an artist.

Why Do We Fall Into This Trap?

Humans naturally compare themselves to others. From childhood, we’ve been told to “look at Sharmaji’s son” and question why we aren’t doing as well. But if you keep comparing yourself to others just to feel good, you’re not growing. It’s like being the smartest student in a class where no one else studies. You feel brilliant, but the moment you step into a room full of actual talent, reality hits hard.

Leaders also fall into this trap. Like that manager, who started hiring less qualified people to maintain his sense of superiority, they isolate themselves from those who might challenge or outperform them. This kills innovation, limits feedback, and harms the team’s overall performance.

Positive Side of Social Comparison Bias

Though it often leads to insecurity, Social Comparison Bias can sometimes be used positively. Comparing yourself with others can motivate you to work harder and improve. If you see someone doing better in a particular field, it can inspire you to develop new skills. Being around less experienced people can also allow you to mentor them, boosting your confidence and sharing knowledge. The key is to use this comparison to drive personal growth, not just to feel superior.

A Lesson for Leaders (and Everyone)

The lesson is simple: if you want to grow, surround yourself with people who challenge you. It may be uncomfortable to be the least knowledgeable person in the room, but that’s where real learning happens. If you’re always the smartest person in the room, it’s time to find a new room! Greatness doesn’t come from being better than others, but from becoming better than you were yesterday.

So, let’s stop looking for followers and start surrounding ourselves with those who push us to be our best—even if that means they sometimes outshine us!


shivam singh patel

Student at University Institute of Technology, RGPV

1 个月

I agree

Dr. Krishna Ram

STRATEGIC CONSULTANT. TRAINING & DEVELOPMENT. CORE MBA COURSE MODULES @ TOP BUSINESS SCHOOLS MBA, USA. Ph.D. UNIVERSITY OF MUMBAI. DESIGN THINKING AND INNOVATION EXPERT

1 个月

Best article so far, Vinod Saheb. You said it….. by Vinod… Thanks ??

Harneet Bhalla

VP - Growth Marketing | IIM Raipur

1 个月

One thing that stands out to me is how this pattern can lead to long-term stagnation, not just for the leader but for the entire organization. Surrounding yourself with 'yes men' might provide short-term comfort, but it slowly erodes creativity, innovation, and problem-solving. What’s interesting is that, over time, leaders who fall into this trap not only stunt their own growth but also create a culture where mediocrity thrives. The real challenge—and opportunity—is to seek out voices that make you uncomfortable, those who bring new perspectives and challenge your thinking. It’s not just about avoiding stagnation, but about fostering an environment where real progress can happen. Leaders who embrace this will always stay ahead of the curve.

George Cardoz

Strategic HR Leader | Organizational Development | Leadership Development | Change Management | Talent Management & Development | HR Digital Transformation | Coaching & Counselling

1 个月

Absolutely, Vinod! The title captures it perfectly—many managers and leaders, whether intentionally or not, can fall into this trap. The “yes-sayer” trap is real, and so many leaders knowingly / unknowingly fall into it. Surrounding oneself with only agreeable voices can feel comfortable, but it limits perspectives, themselves with “yes-sayers” limits diverse perspectives, impacting both team dynamics and overall performance. Ultimately, this ripple effect can hinder the organization as a whole. I’ve observed this pattern across various levels—leaders missing out on critical insights and innovation by intentionally/unintentionally hiring those who mirror their views. Real leadership embraces diverse perspectives and challenges the status quo, because that’s where growth and true impact happen. #Leadership #TeamDynamics #GrowthMindset

Mayuri Ahire

Lead Talent Management at Aptiv ll Top 100 TA Pai Young HR Leader by Economic Times 2023 II HR 40u40

1 个月

So true! Many managers get trapped in the social comparison bias, surrounding themselves with 'yes-men' to feel superior, rather than seeking out diverse perspectives to drive growth. Real leaders, on the other hand, thrive on constructive criticism and feedback that challenges them to be better.

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