The article from Yue Zhao highlights how biases—specifically affinity, confirmation, and negativity bias—impact minorities in leadership roles. Affinity bias leads executives to favor individuals who are similar to them, often resulting in unequal opportunities. Zhao recounts her experience at McKinsey & Company, where she observed that white male associates were consistently given more chances to interact with clients, while she, as a minority, was left out of those opportunities. This favoritism creates a feedback loop that further entrenches the dominance of the in-group. Confirmation bias reinforces existing beliefs, causing leaders to interpret new information in ways that support their preconceived notions. This can manifest during hiring processes or performance reviews, where managers may overlook the contributions of candidates who don't fit their mold. Negativity bias compounds the issue by skewing perceptions of performance based on race or gender. Zhao shares personal examples of receiving harsh feedback for behavior that was excused in her male peers, illustrating the double standards at play. The article also points out that bias often manifests in subtle ways, such as missed opportunities or lack of support. It references Schelling's model of segregation, demonstrating how small biases can accumulate over time and lead to a lack of diversity within executive teams. As competition increases at higher levels, these biases become more significant, sidelining qualified individuals who do not fit the traditional profile of leadership.