Imposter Syndrome & Inclusion Part 1

With all the talk about Imposter Syndrome

what would you say if I told you that there are a people who should feel like imposters in the workplace

Get your pen and paper ready because we’re talking about why we should expect people to feel like imposters on the path to creating an inclusive workplace

In today’s show we discuss several things including:

  • The 3 key elements of Imposter Syndrome
  • The 4 behaviours associated with Imposter Syndrome
  • Why Imposters live among us and much more

Imposter Syndrome is rooted in clinical psychology  

“the authors of this paper were clinical psychologists and the last part of the paper was talking about psychotherapy and using several therapeutic approaches concurrently”

Imposter syndrome was conceived about the experiences of a specific group of women

“the term impostor phenomenon is used to designate an internal experience of intellectual phonies which appears to be particularly prevalent and intense among a select sample of high achieving women”

Not all so called Imposters are created equal

“It seems to me that there are  imposters in the workplace; some of them are entitled to feel like imposters”


The Imposter Phenomenon in High Achieving Women: Dynamics and Therapeutic Intervention

The Platitude Problem of Diversity & Inclusion

The Elements of Inclusion #4

Leaders must collaborate innovatively to leverage cultural expertise and drive business performance.

  • Why inclusive outcomes are driven by innovation
  • How developing a business case for diversity and inclusion specific to your organisation is a competitive advantage
  • Why novelty is at the heart of your inclusion journey

The Elements of Inclusion #3

Leaders must establish systems to ensure that everyone shares the same advantages and benefits. These processes will create incentives for inclusive behaviours.

  • How to augment your team with the tools and insights they need to prevent structural disadvantage
  • Why reinforcing generative norms ensures everyone belongs in the organisation
  • How inclusive representations can be embedded to promote an inclusive culture

The Elements of Inclusion #2

Leaders must redefine career development relationships to support inclusive performance.
  • Why traditional mentor relationships must be revised for an inclusive workplace
  • How leaders must embrace networks of developmental relationships for individual growth
  • Why established workplace norms must evolve for inclusion in the modern workplace

The Elements of Inclusion #1

Leaders must properly socialise people and socialise inclusive ideas by providing an environment for the cultural learning needed for an active role in an inclusive organisation

  • How your socialisation processes must evolve to encourage the sustainable cultivation of inclusive competencies
  • Why Leaders must consistently negotiate the line between organisational commitment and personal authenticity to promote performance
  • How developing intersectional self awareness can help leaders to leverage individual employee experiences