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Doubting Yourself? It Could Be Impostorization Not Imposter Syndrome

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Kendrick Lamar’s Super Bowl LIX half-time show had millions talking about it and dissecting its symbolism. Serena Williams’ crip walk was among the buzz-worthy observations during Lamar’s performance. She danced it shortly after winning the gold medal in 2012 at Wimbledon but received a significantly different reception. It was then that we saw Serena Williams experience impostorization not imposter syndrome.

At Wimbledon, a Fox Sports reporter commented, “What she did was immature and classless.” An LA Times journalist quipped, “Serena c-walking at Wimbledon only shows how long she’s been away from home separated from violence and death associated with that dance.” Williams also faced pressure to apologize for dancing (celebrating) her win.

At the Super Bowl, as she was surrounded by Kendrick Lamar and other artists who were owning their narratives, Serena Williams was able to be what she could not be at Wimbledon: Her free, joyful, unapologetic self.

Different environment, different reception. While one sought to impostorize her, the other celebrated who she is.

Impostorization refers to the policies, practices, and seemingly innocuous interactions (including comments) in the environment that make (or seek to make) people question their intelligence, competence, and sense of belonging.

Impostorization is different from impostor syndrome (aka imposter syndrome, impostor phenomenon), which refers to feelings of inadequacy that people may experience and a fear that others will discover that they do not belong in the positions that they occupy. Whereas impostor syndrome tends to assume the problem is internal and strategies to counter it take a “fix the individual” approach, impostorization considers that the problem may be external and takes a “fix the environment” approach.

Different problems require different solutions. So, how do we know whether we are experiencing impostor syndrome or impostorization?

Identify the trigger. To do so, it may be helpful to conduct Root Cause Analysis (RCA), which is a method used to identify the underlying causes of a problem. Here are 5 RCA steps:

1. Define the problem.

Clearly state the issue that needs to be addressed. What do you keep feeling or seeing that you want to stop?

An employee, for example, may feel inadequate, incompetent or unfit for a position they aspire to have. They may observe that they often question their ability to do well. But it may not be clear whether these feelings are symptoms of imposter syndrome or impostorization.

2. Collect data.

Gather information about the issue. What information or evidence is there to suggest that this is a problem? How long has this problem existed? Are there specific situations in which this issue tends to surface?

The employee may observe that whenever a leadership position becomes available in their current company, they decide not to apply despite wanting to shoot their shot. The employee may also recall applying for and obtaining leadership roles at their prior workplace, but notice they are ambivalent only now about applying.

3. Identify possible causes.

Brainstorm numerous factors that may be contributing to the problem. Are the factors external – meaning, they come from outside of the individual, including comments people make or organizational policies and practices? Are the factors internal – meaning, they stem from within the individual, including limiting beliefs, low self-esteem, or a limited skillset? Or are the factors both – internal and external?

4. Identify the root cause.

Take a moment to carefully examine the possible causes identified in Step 3 and determine which factor or factors best explain the underlying issue. It is also helpful to employ the “5 Whys” (also referred to as 5Y) technique, which was developed in the 1930s by Toyota founder Sakichi Toyoda. The technique requires that we ask “Why?” five times – each “why” directed at the previous answer – to drill down and identify the cause of a problem.

Applied to the example of an employee who does not apply for a leadership position, the 5Y technique may look like:

Despite wanting to apply, I decide not to. Why?

Because I do not feel like I would be selected. Why?

Because I may not be seen as the best candidate for it. Why?

Because others may be viewed as more qualified. Why?

Because I do not satisfy the prerequisites for the position (internal factor) or

Because I have not seen someone who looks like me in this type of position at this company, but I do believe I have the skills (external factor).

5. Conclude: Is it imposter syndrome or impostorization?

If the factor(s) that account for the decision not to apply for a leadership position are internal, then the problem may be impostor syndrome. If the problem is low self-esteem, then therapy or self-esteem building exercises may be helpful. Similarly, if the decision not to apply for the position is rooted in a need for skills or additional training, then development workshops or continued learning opportunities may enable the employee to strengthen their toolkit and by extension, their competitiveness for the position.

If the factor(s) contributing to the employee’s decision not to apply for the position are external, then the problem is impostorization. Research finds that it is not unusual for individuals, including women and people of color, to question their fit for roles in which they have been underrepresented. It is not because they feel unqualified but rather, based on selection patterns, there is no evidence to suggest that they would be chosen for or supported in that role.

While the responsibility of addressing and avoiding impostorizing practices would fall on the organization, an employee may choose to push forward and apply for the position despite the possibility of rejection. And if feelings of inadequacy surface, the employee may also take inventory of their qualifications and achievements to remind themselves of the reasons why they are suitable for leadership. Feelings are not facts.

The comments that Serena Williams received after her crip walk at Wimbledon are examples of impostorization not impostor syndrome. She did not question her competence or sense of belonging in a space she has dominated. What she did experience, however, was impostorization – intentional or not – in remarks about the inappropriateness of being nothing more than her authentic self.

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