11/30/2023 0 Comments Laurence j peter![]() ![]() Speak with friends and family to gain their perspectives and insights. You worked hard for it and deserve all the success and accolades. Remind yourself that it's not luck that got you where you are now. Push back when the unwanted thoughts keep popping up in your head. To help alleviate the stress, acknowledge your feelings. Feeling like a poser or fraud forces people with imposter syndrome to work harder and longer hours. Unfortunately, it disproportionately affects high-achieving people, who find it difficult to accept their accomplishments. To counter imposter syndrome, you might work harder and hold yourself to even higher standards. The quandary is that the person does hold these requirements. They also lose out on great job opportunities, as they don’t feel they possess the requisite skills, education and experience. The grueling self-introspection causes anxiety and stress. Though they have accomplished much in their career, feelings of self-doubt and incompetence plague a person. Imposter syndrome is believed to result from factors, including personality traits, such as perfectionism, family background and the push for achievements when young. In their research paper, the psychologists contended that women were uniquely affected by impostor syndrome, but later updated to reflect that men faced this too. Imposter syndrome was initially identified in the late 1970s by two psychologists Pauline Rose Clance and Suzanne Imes. Meanwhile, their boss, colleagues and clients feel that they are terrific and love working with them. The person feels like a fraud who will one day get exposed. They feel they don’t deserve the job they’re holding. This is when smart, capable people underestimate their abilities. The opposite of the Peter Principle and Dunning-Kruger effect is the imposter syndrome. The Opposite Of Dunning-Kruger Effect: Imposter Syndrome You’re forced to endure their pontifications, bad ideas and abusive management style. You could push back on a colleague, but the situation is more delicate when it’s your boss. It's worse when the boss has this affliction. When anyone offers another perspective, it’s shot down. ![]() It's the individual who adamantly believes that they know all the right answers. You all know a person or two in your company who fit this description. ![]() Basically, the person is too dumb to realize that they are stupid. Since the person has the faulty cognitive bias of illusory superiority, the low-ability person is incapable of recognizing and evaluating their own ineptitude. The Dunning-Kruger effect, named after two professors who studied this phenomenon, demonstrates that a person with this trait mistakes their own cognitive ability and intelligence to be greater than those around them. It’s the person who has low abilities but suffers from illusory superiority. Since their time is spent searching and interviewing for a new job, the morale and productivity plummet. The rest of the team secretly speaks with recruiters and plots their escape. The result is that the company is left with a person in charge who isn’t right for the role. Over time, the quality of work substantially declines due to the situation they've been put into. They grow disenchanted, unengaged and feeling aggrieved that they must work longer hours and weekends to keep up with the workflow. The longer it takes to refill the headcount, the more work is piled upon the remaining workers. The applicants say that the economy is weak, there are layoffs, hiring freezes and rescinded offers happening and they deserve a large premium to take the risk of switching jobs. The seats are left open, as it's hard to find people when the unemployment rate is at record-low levels, and potential incumbents demand more compensation than the former employees earned. Nevertheless, a person or two will be fired, taking the blame for anything and everything that went wrong. The Company Is Left With A Dysfunctional Division With Everyone Secretly Planning To Leave ![]() Since the decisions are made from the top, it’s not the team’s fault. The person will push and micromanage the team. The person most likely is unaware of their own incompetence. Senior management now ponders if it’s the person or something else. Executives find themselves in a quandary: what do they do with this person? Until now, the person was viewed as a fast-track rockstar destined for bigger and better things within the organization. ![]()
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