THOUGHT SPARKS
Mind Your Introductions! A Short Essay In Advance Of National Imposter Syndrome Day Rita McGrath
Imposter syndrome – that sneaking feeling that you are not worthy – can be crippling. It is especially problematic for people who are not in the majority group. As an ally, you can help in ways large and small.
We’ve all been there. A situation in which you look around and can’t believe you’ve been admitted to the company of a group of brilliant people. Or receiving an award and feeling that the judges must have made a mistake. Or over-preparing and over-emphasizing how smart / funny / accomplished you are while at the same time feeling like a bit of a fraud.
Where does imposter syndrome come from?
Psychologists have reasoned that imposter syndrome, the nasty voices inside our heads telling us that we aren’t worthy, originates in our attempts to make the world make sense. When we are faced with the challenge of holding two or more conflicting beliefs values or attitudes, the result is cognitive dissonance, an uncomfortable state of mind. People will go to enormous lengths not to have to grapple with the discomfort of cognitive dissonance.
Imposter syndrome is associated with feeling as if you are the only, or one of only a few people like you in a given situation. The only woman in a computer coding class. The only person of color on the board. The only firstgeneration college student in English class. Those kinds of situations. THE MESSAGE “YOU DON’T BELONG HERE”
Mind your introductions! And other tips
How can you, as an executive, team member, colleague or professor help those struggling with imposter syndrome to combat it? A short list of potentially useful ideas.
1 When you are introducing a colleague whom, to you, obviously belongs at a meeting, conference or other get-together, don’t assume everybody else is making that assumption. Specifically call out the accomplishments that led to your colleague being invited.
2
Listen for signals that culturally or structurally your teammates might be feeling as though they are not part of the in crowd. Discuss what it takes to “win” in your current environment and whether this definition might need to shift
3 Recognize that people in low-power positions suffer from what Adam Galinsky terms the “low power double bind.” This is that they have less latitude for action than people in a high power situation. Some remedies? You can advocate for others – and not be punished for it. You can expand your range of potential alternatives. Create allies – for instance by asking for advice. Tap into your expertise and passion – you’re much less likely to suffer from a narrow range.
4 Reinforce your faith in your coworkers’ capabilities. This can have a self-fulfilling prophecy effect. Telling people “I know you’ve got this – I have confidence in your ability to pull it off” and meaning it is powerful.
5
Gather data. Information like the average time to next career move, compared across gender and race, can be incredibly illuminating. As Ruchika Tulshyan and JodiAnn Burey observe, “If your company rewards vague traits like “executive presence” and “leadership skills” without measurable behaviors and skills, bias is likely to creep into advancement decisions.”
Use your own credibility in the organization to sponsor and mentor people who are not part of the majority group. Often, the support provided to the majority group is simply taken for granted, while the lack of support to groups not in the majority is not recognized. Tilt that balance a bit.
6
As Tulshyan and Burey conclude, “Let’s stop calling natural, human tendencies of self-doubt, hesitation, and lack of confidence “imposter syndrome.” If you want women to lend their full talents and expertise, question the culture at work — not our confidence at work. Instead, recognize and celebrate a variety of different leadership styles and create work cultures where all are welcome and thrive.”
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