Pretty Privilege – Beauty over Competence?

Pretty Privilege – Beauty over Competence?

Watch out for the cliché: the glamorous pilot, the attractive sales rep, the pretty team leader, the striking boss. It is often said that particularly good-looking people have it easier in life and at work.

But are they really more successful because we subconsciously consider them more competent? Are attractive people genuinely treated differently and perhaps even favored when it comes to career advancement and leadership roles? And what does that mean for our own perception—and for your decisions as a leader?

The concept of “Pretty Privilege” describes the advantages that people experience in various areas of life, including their careers, simply because of their physical attractiveness.

The term became popular through social media. People share how they were treated differently after losing weight or describe perks tied to their looks—like invitations to exclusive events, free meals in luxury restaurants, or faster promotions.

This phenomenon has been studied scientifically since the 1970s. A 1972 study at the University of Minnesota showed that attractive individuals are perceived as more socially and professionally successful.

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The Halo Effect – Nothing but a Beautiful Illusion?

This perception is rooted in the halo effect—our tendency to draw broad conclusions about a person’s character and abilities from a single positive trait. When we find someone attractive, our brain unconsciously associates them with other positive qualities. Suddenly the attractive person seems not only likable, but also smarter, more competent, more reliable, even more leadership-ready—purely based on appearance.

The halo effect works subtly and unconsciously, influencing judgments in many areas of life, including hiring and promotions. And while attractiveness is a powerful trigger, other traits like a winning smile, charismatic presence, eloquent speech, or even a sharp suit can create a similar “halo.”

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Personal Perspective

Even I am not immune to pretty privilege. Throughout my career, I have seen colleagues—often unconsciously—favor attractive people in job interviews, project assignments, or promotions. I have also caught myself falling for the halo effect. Conversations on my BeBest! podcast, where Flurina Baumann and I talk with successful female leaders, confirm that many of them have encountered or navigated pretty privilege in their careers.

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Research Insights

Scientific studies reinforce these observations:

• Hamermesh & Biddle (1994) found that attractive individuals earn higher wages, partly because their productivity is perceived as higher.
• A meta-analysis by Hosoda, Stone-Romero & Coats (2003) showed that physical attractiveness positively influences job-related evaluations, especially during hiring.
• Judge, Hurst & Simon (2009) discovered that attractive people receive significantly larger pay raises over time, even when their performance is comparable to others.

These findings suggest that pretty privilege can impact not only hiring but long-term career growth.

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Social Media and the Workplace

The link between attractiveness and visibility is obvious on TikTok or Instagram, where many influencers showcase above-average looks—natural or filtered. But even on LinkedIn, a platform focused on expertise and professional networking, well-designed, appealing profile photos tend to draw more views and engagement, increasing opportunities for recruitment and partnerships.

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The Hidden Downsides

Pretty privilege is not an unbroken advantage. Attractive individuals may be reduced to their appearance and stereotyped, with their competence overshadowed. Highly attractive women, in particular, often feel pressured to “prove themselves twice” to be taken seriously. Envy or resentment from colleagues can create tension and even deliberate pushback.

As one striking phrase puts it: “Attractiveness may open doors, but competence has to walk through them.”

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What Leaders Can Do to Stay Objective

To ensure fairness and avoid both excessive favoritism and reverse discrimination, leaders can:

• Raise awareness: Training helps managers recognize unconscious biases.
• Use structured processes: Standardized questions and clear scoring reduce subjective influence.
• Involve diverse decision-makers: Different perspectives help counteract individual bias.
• Focus on measurable results: Evaluate based on outcomes and verified performance, not first impressions.
• Calibrate evaluations: Regularly compare assessment standards within leadership teams.
• Encourage self-reflection: Leaders should examine their own decision patterns and blind spots.

Fairness does not mean punishing beauty—it means assessing people independently of appearance.

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From Appearance to Substance

Attractiveness can spark initial attention, but sustainable success depends on skills, integrity, and real achievement. By becoming aware of pretty privilege and counteracting its effects, leaders can ensure that promotions and opportunities are based on true competence.

For more on how to build genuine leadership strength, see my book “The Hero’s Journey of a Leader – How to Become the Best Version of Yourself as a Leader,” where the focus is on substance, not looks.