Skizzomat
Summary.
In a follow-up to their February 2021 article challenging the commonly understood definition of imposter syndrome, authors Ruchika Tulshyan and Jodi-Ann Burey offer actionable steps managers can take to end imposter syndrome in their organizations. Doing so will require work at both the interpersonal and organizational levels, and success will depend in part on gathering data and implementing real mechanisms for accountability. The authors call on managers to stop calling natural, human tendencies of self-doubt, hesitation, and lack of confidence “imposter syndrome.” Those who want women to lend their full talents and expertise must question the culture at work — not their confidence at work.In February 2021, we offered one simple idea: Stop telling women they have imposter syndrome. Since then, fixing the places where women work instead of fixing women at work has become a rallying cry for women of all races across the world. More than that, the pushback against imposter syndrome continues the push toward sustainable, systemic solutions to ensure work is a place where our most underrepresented employees can belong and thrive.