How Organizations End Imposter Syndrome

Course details

If you struggle with self-doubt in your professional life, you’re far from alone. Imposter syndrome—the experience of not having an internal sense of your own success, despite the reality of your achievements—affects many, particularly those from underrepresented groups. But is a simple lack of confidence at the root of all this uncertainty, or are structural problems to blame? In this course, Jodi-Ann Burey explores the role that workplace cultures play in perpetuating imposter syndrome, as well as how to implement sustainable solutions that allow all employees to thrive.

Jodi-Ann details how and why imposter syndrome serves as a proxy for other common experiences, such as on-the-job learning or biased workplace practices. She also explains how leaders can affect lasting change by addressing the structural triggers that amplify imposter syndrome.

Concepts

0. Introduction

01 - It's time to rethink imposter syndrome

1. Examining Imposter Syndrome

02 - What is imposter syndrome
03 - The impact of imposter syndrome on organizations
04 - Imposter syndrome as a proxy for other experiences

2. Imposter Syndrome Reframed as Learning

05 - Is it imposter syndrome or are you just learning
06 - How the learning process can lead to imposter syndrome
07 - Ways leaders can encourage learning among employees

3. Imposter Syndrome Reframed as Workplace Bias

08 - Is it imposter syndrome or is it workplace bias
09 - How misused inclusion practices increase imposter syndrome
10 - Ways leaders can reduce imposter syndrome amplified by bias

4. How to Support Employees Dealing with Imposter Syndrome

11 - How to support individuals experiencing imposter syndrome
12 - Change structural triggers that amplify imposter syndrome

Conclusion

13 - Imposter syndrome - Where to go from here