Whether it’s battling imposter syndrome, anxiety about a new role or navigating unconscious bias, one strong leadership tactic can be found in self-affirmation. Here are four questions to help you dispel the imposter.
Now that we had a sense of what values Jessica resonates with, I asked her to reflect on similar actions she has taken in her own life. She started to list things that she has done in her career, stopping midway to voice a protest. “But how can I compare myself to my role models? I’ve done nothing compared to them,” she said. I reminded her that we’re thinking about similar actions, not a comparison.
Jessica continued to reflect on the work she had done on her team. She’s particularly expert at connecting staff across departments. She’s always had a keen understanding of the end user, often better than others on her team. Those abilities helped her get products shipped faster and more successfully than others. These are the accomplishments that make her proud, and frankly, are a big part of why she got promoted.
So how does the science fit in to this exercise I did with Jessica? Affirmations remind us of our self-worth and personal values. What Dr. Steele found was that when Black students had to mark their race before taking a math test, their performance would suffer. However, if they affirmed themselves - wrote down something they were proud of that they didthis closed the achievement gap on a standardized math test when compared to white student scores, even when they had to mark their race.
While imposter syndrome, promotion anxiety or the stress of navigating unconscious bias are all three very different situations, they all hinge on insecurity and fear. So we have to dispel the fear. Reaffirming what we believe in and reminding ourselves of evidence of past success can be a reliable way to dissolve the fear. It allows us to actively tackle that fear head on - for myself and for my mentees like Jessica.
I'm a behavioral scientist who is fascinated with why people cooperate, collaborate and negotiate. I think equal pay policies point us to the future of work. I amI'm a behavioral scientist who is fascinated with why people cooperate, collaborate and negotiate. I think equal pay policies point us to the future of work. I am passionate about elevating stories where people connect with their power to do good in the world.
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