Personal Development

How to understand if you suffer from an imposter syndrome and turn things positive

Nowadays, leadership defines the direction our life will move in. We are evaluated for our leadership skills and tend to act in a way that will make us, and in many situations, others winners. But some people have a different opinion for themselves. We often label them as insecure, not ready for change, cowardly behaving, etc.

The truth is that these people suffer from something called imposter syndrome. They act with the understanding that other people’s comfort state of body and mind is more important than their own.

And now the million-dollar question everyone asks themselves – Do I have the imposter syndrome?

To identify that syndrome, people try different things and set different approaches toward the reality they act. But several basic signs can help everyone identify if they suffer from imposter syndrome.

I do not deserve that role

Imposter syndrome causes the belief that we do not have the skills and the attitude to fulfill a role we want. It makes us insecure about our abilities and generates doubting questions in the direction of how, or better said, if we deserve it. People who ask themselves these types of problems often tend to look insecure and not confident. They are more like blind followers than those who will take the initiative to change the current situation through active contribution. No matter how much they know there is fear in them, something will come out, and they will not react in the right way. That scares them so much that they start to look scared and not reliable. Often, what happens inside of them is confirmed by the others not being chosen for roles that can be a good fit.

I am not ready for the role right now

The insecurity caused by the doubts makes people suffering from imposter syndrome focus on learning. They want to learn the next thing, to move after that to the next and next and next item on their list. That helps them manage the insecurity for a short time and delays the hard for them to declare their position. Led by the principle “learning more will make me more successful in the future role,” makes these people look passive toward changes. They look somehow humble and like bookworms to others. They are always ready to help and share some of the knowledge gained; these same people miss the opportunities that can allow them to make a more significant impact.

I am easily stressed, and that is not a good sign

While we work in a fast passed world, everyone has to deal with stress. People who feel like imposters take the stress more seriously. They think it can cause them to make mistakes that will have a more considerable and more hard impact on the team and company success. That often leads them to decide that they are not the right choice for a leadership role and makes them insecure and doubting about the future they can create.

Looking at the three signs of imposter syndrome, many people will say I have been in the same situation or thinking the same way, at least once in my life. And this is normal. To move ahead and give the world what they have used their potential for, it is crucial to transform those three statements above into positively asked questions.

The transformation will look something like that:

I do not deserve that role à I can positively impact if I am not in that role. It will allow me to help others become more motivated, engaged, and connected to purposeful things in our work and organize toward achieving success.

I am not ready for that role à I have the necessary knowledge for the position, and I can learn fast the new things that will arise when I am in it. My learning style and development will help me and the team be more successful in what we do. I am and will be in the future a contributor to team and company success. Being humble is one of my strengths, and it allows me to be readily accepted by others and involve them in contributing to the future successfully.

I am easily stressed, which is not a good sign à Stress in work is expected. It gets me out of my comfort zone and mobilizes me to focus on the future and the results we need to achieve. I can manage stress and, if not, turn for help to several good people who are good t this. Mobilizing us for success, the stress I and others around me experience will create positive, sustainable results when I am nervous, making me think of organizing myself and preparing for the challenge that will lead the team and me to the next milestone in our journey at work.

IN CONCLUSION:

Imposter syndrome is often created by the cultural norms in countries and organizations. This thinking style is not impossible to turn into a positive direction but insists of people demonstrate courage and willingness for change. Turning the imposter syndrome into a positive path can reveal hidden talents and opportunities for the companies and teams that are never meant to show before.

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