Jodi-Ann Burey, a sought-after speaker and writer on race and health equity, discusses the widespread issue of imposter syndrome in the workplace. She challenges the common perception that individuals must tackle this feeling alone, urging organizations to examine their contributions to the problem. Burey emphasizes the need for supportive managers who can reinforce employee confidence and listen actively. The conversation also covers the importance of authentic allyship and how systemic change is required to create a healthier work environment for everyone.
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insights INSIGHT
Defining Imposter Syndrome
Imposter syndrome is defined as lacking an internal sense of success despite external achievements.
This leads to self-doubt and fear of being exposed as a fraud.
insights INSIGHT
Systemic vs. Individual
Traditional advice on imposter syndrome focuses on the individual, not the system.
The shift from "imposter phenomenon" to "imposter syndrome" individualizes a systemic issue.
question_answer ANECDOTE
Death by a Thousand Paper Cuts
Jodi-Ann Burey shares experiencing "death by a thousand paper cuts" in predominantly white institutions.
Being reprimanded for asking questions, a key strength, exemplifies this.
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Jodi-Ann Burey: End Imposter Syndrome in Your Workplace
Jodi-Ann Burey is a sought-after speaker and writer who works at the intersections of race, culture, and health equity. Her TED talk, “The Myth of Bringing Your Full Authentic Self to Work,” embodies her disruption of traditional narratives about racism at work. Jodi-Ann is also the creator and host of Black Cancer, a podcast about the lives of people of color through their cancer journeys.
She is the author, with Ruchika Tulshyan, of two recent Harvard Business Review articles: Stop Telling Women They Have Imposter Syndrome and End Imposter Syndrome in Your Workplace.
In this conversation, Jodi-Ann and I challenge that notion that imposter syndrome is something that an individual should address alone. Instead, we invite managers and organizations to begin to consider their own contributions to “imposter syndrome” and how we can work together with employees to help everybody move forward. We highlight several key actions that managers can take to begin to end imposter syndrome inside of their organizations.
Key Points
Managers and organizations tend to address the symptoms of imposter syndrome, but not the source.
Those who experience imposter syndrome often feel like it is “death by a thousand paper cuts.”
Managers can help by reinforcing an employee’s belief in their abilities and chances of success. Listen for what employees are asking for — and explore when they are silent.
Managers should be transparent about an organization’s locked doors — and demonstrate that they are also willing to be vulnerable.
In private conversations, managers should redirect perceptions and language that do not accurately reflect the value of their employees.
Resources Mentioned
Stop Telling Women They Have Imposter Syndrome by Jodi-Ann Burey and Ruchika Tulshyan
End Imposter Syndrome in Your Workplace by Jodi-Ann Burey and Ruchika Tulshyan
Interview Notes
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