Lisa Orbé-Austin's Blog

A new year often brings with it hope, inspirations, and aspirations that encourage and spur on goals, resolutions, and plans for a better future. Although many can feel reactive to this type of year driven by anxiety about expectations, previous failures around goal setting, and burnout from a previous year or years.

If there is a piece of you that wants something different in this new year (even if just quietly and to yourself), here are some of the things I want you to avoid if you have been susceptible to Imposter Syndrome now or in the past.

These are some of the traps that Imposter Syndrome can set up that make it very difficult to reach your goals and I want you to have a fair shot against them so you can have what you want.

Being perfectionistic about your process.

The Trap >>> With Imposter Syndrome, we often have a penchant for perfectionism. This means that when our process doesn’t go exactly to plan, we can often abandon it. So, let’s say we have decided to work out regularly as a new goal and we plan to workout 5x a week. The first week that it doesn’t happen is likely to be demoralizing and prove to us that we can’t do it, which makes it more likely for us to give it up or drop another workout next week.

The ReFrame >>> Instead, start with small, manageable, consistent actions even if it’s not ideal. So, if you are not working out at all, try 1 workout a week until you can be consistent for 3 weeks, and then add a 2nd.

Doing it alone.

The Trap >>> Individuals with Imposter Syndrome are excellent at being lone wolves. We often do things without help – sometimes that’s the only way that we believe that we can take credit for an accomplishment. But doing it alone, it can mean that we are alone with our negative thoughts, the ways that we deal or don’t deal with obstacles and even the moments of triumph can feel like they happen in a vacuum which can make it harder to internalize.

The ReFrame >>> Instead, find an accountability partner you can be real with. Hire a coach, trainer – someone experienced in the matter that you are trying to change. You have a greater likelihood of succeeding with someone in your corner who is rooting for you, helping you solve problems that arise, and even has expertise in the area that you are working on – it can speed up the process and make success a greater possibility.

No reward system

The Trap >>> Imposter Syndrome rarely lets us reward ourselves, which makes even positive things for us feel hard and like suffering.

The ReFrame >>> Instead, create a weekly goal related to your overall goal and set up mini-rewards for every small milestone that you hit. Remember, no punishing yourself when you don’t hit the milestone. You are better off looking at what happened in your process that you need to alter.

No Plan to Deal with the Self-Sabotage or Procrastination

The Trap >>> One of the cycles of Imposter Syndrome leads to procrastination/self-sabotage as a way of dealing with performance anxiety.

The ReFrame >>> Instead, work on managing the anxiety with consistent coping and anxiety management strategies like regular meditation and challenging Automatic Negative Thoughts (ANTs) and have a task management strategy to deal with the task itself like the Pomodoro Technique – where you focus on one manageable aspect of the goal in a limited period of time (See the book “The Pomodoro Technique Illustrated” for an excellent workbook on this technique).

Being Cruel to Ourselves with Setbacks and Failures

The Trap >>> Any mistake, issue, or moment of lapse (temporarily falling backward) becomes proof that we can’t be disciplined, reach new goals, or build a new habit and we ruminate about that mistake consistently which only further exacerbates the negative experience.

The ReFrame >>> A mistake, a lapse, and even failure is an opportunity to learn, to grow, and to be compassionate to yourself. Instead of immediately running to personalize it, try looking for what you can gain from this moment. Is there anything you can take from it that will improve your process moving forward?

For example, the other day, I was doing a videotaped interview for a TV show and I blanked. I felt the urge to rake myself over the coals, but instead realized that the next time I interview I need some relaxation time instead of rushing into it like I had that day.

Your goals are possible, just be aware of your process (and what you may need to change about it) and how you look at success, and achievement and you will be able to see the dreams that you set for yourself by the end of the year.

May your new year be pitfall and trap-free!

P.S. I am giving away the Own Your Greatness Imposter Syndrome Toolkit and start your new year with the intention and action to be Imposter Syndrome free.

The post Avoid These Pitfalls When Goal Setting When You Struggle with Imposter Syndrome appeared first on Dynamic Transitions LLP.

As we continue to watch the backlash against DEI increase, for many companies, diversity, equity, and inclusion does not seem to be a worthwhile investment or is no longer in vogue. In their eyes, DEI is dead, or making significant investment in it at least is.  Yet the need for diversity, equity, and inclusion programs, and DEI teams has not ceased.  In fact, in this era of hybrid work and micro-aggressions being transmitted across the Zoom screens, and the rise of AI tools demonstrating dangerous biases, it is now critical more than ever.   Further, the conflict in the Middle East also shows the need for experts to navigate difficult conversations and to provide safe spaces to manage complex cultural issues at work. It is essential that leaders show courage and not give up on improving the culture of the workplace for ALL.  So if you think DEI is dead, let us explore how it must live on and how leaders can answer the call by doing the following:

1)Acknowledge that the same causes and reasons for diversity, equity, and inclusion programs still exist- racial and gender inequity in hiring still is pervasive, micro-aggressions are still rampant, and toxic workplaces remain the norm in many workplaces.  A recent Wall Street Journal reportwhich indicates that Black professionals are being promoted as lower rates than a few years ago illustrates this point.  Therefore, it is unwise to reduce investment in your diversity, equity, and inclusion staff & programs.  Your employees are telling you their needs.  Listen to them.

2)Stop making DEI a four letter word or treating it as a meaningless acronym – as companies now move to changing Chief Diversity Officers to Chief Belonging Officer, so many leaders are running from the responsibilities of addressing diversity, equity, and inclusion.  Language matters, and “belonging” is not the same as “equity” or “inclusion.”  The efforts to dilute these terms with a replacement that is more palatable speaks to company leaders not wanting to make political waves.  There is nothing wrong with the term “diversity, equity, and inclusion,” but it is the lack of willingness of some leaders to honor their meaning, which has caused it to wither and lose favor across many industries. Instead of changing terms, actually commit to making your companies more diverse, inclusive, and equitable.

3)Treat DEI as a long term investment, not a trend – many of the commitments made in 2020 have been abandoned by companies, especially as the backlash emerged.  Some leaders became nervous about how their investors or board members might react to what they deemed as a “radical liberal agenda,” and decided to reduce their DEI spend.  That is a mistake because if you have women, people of color, transgender, lesbian, gay, or older workers, then you should be mindful of their needs, instead of continuing to center cisgender, White male Christian heterosexual perspectives.  You will lose these employees if you are not working to be more inclusive or equitable.  And if you are in a customer/consumer facing business, you will lose market share by turning off or offending diverse constituencies, with the catastrophic stewardship of X/Twitter by Elon Musk being exhibit A of what happens when you ignore DEI issues. Further, as AI technology expands, there will be even more need for experts to examine biases in how these AI tools are trained, to avoid dangerous consequences such as the unjust racial profiling of Black citizens through predictive AI.

4)Stop the illegitimate gatekeeping – during the racial reckoning of 2020, I was approached by several well known companies, who expressed an interest in diversifying their coaching rosters, claiming to want more Black coaches for their employees.  So many of these organizations had predominantly White coaches, many of whom, while well intentioned, lacked the cultural competence to appropriately engage their diverse team members.  Yet as I engaged in conversations with these companies, it was evident that they had no intention of welcoming more Black coaches.  It was performative.  They seemed more interested in gatekeeping, asking a psychologist and an executive coach such as myself, who has been practicing for over 20 years, whether or not I had a coaching certificate from their identified institution of choice.  And when I answered in the negative, it was clear the conversation would go nowhere.  However, they could walk away saying they tried to diversify their coaching rosters, but just couldn’t find “qualified” candidates, which is untrue.

And unfortunately, their diverse staff members, especially their Black team members, will suffer from receiving coaching from culturally incompetent practitioners, and as a result, will probably be counselled out, continue to be denied advancement opportunities, or made to feel inferior & not a top performer.  And the same applies to DEI opportunities, where the vast majority of consultants or in-house DEI teams are White.  This form of illegitimate gatekeeping is White supremacy ideology at its worst.  It claims to value “quality” over everything else, but their definition of quality ends up prizing almost all White practitioners.  This gatekeeping needs to cease, and genuine opportunities for diverse consultants, coaches, and team members must be expanded.

5)Understand that DEI is a wellness issue which affects everyone – some have argued that companies should pursue DEI initiatives as a business case or a moral case, the reality is that ultimately, even if you are not moved by either case, it is important to recognize that DEI is overall an issue about wellness.  Racism, sexism, transphobia, and the micro-aggressions  associated with them and other biases adversely impact the mental and physical health of those affected by it. For instance, a 2019 study demonstrated that racist experiences increased inflammation in African Americans, which raised their risks of developing heart disease or kidney disease.  Such experiences are traumatic, and trauma has been linked to a variety of mental and physical health concerns such as anxiety, depression, and high blood pressure.  As an employer, it benefits you if all your employees are in the best physical and mental health, for productivity, as well as savings realized through reduced absenteeism and healthcare costs.  Therefore, rather than viewing DEI as a luxury or something only for those who are underrepresented, recognize that it will affect your bottom line and the overall health of your company if it is not properly addressed.

We are in a most challenging time, as companies face changing work conditions, and international conflicts exacerbate tensions in our workplaces. Despite the political atmosphere in many states and corporate boardrooms causing leaders to turn away or against DEI, now is actually the time to double down on your investment in it, to ensure that your company will thrive for years to come. So as we look to 2024, use this call as an opportunity to deepen your commitment to diversity, equity, and inclusion, and anti-racist initiatives for the benefit of ALL your employees. Transformative change for healthier workplaces is possible, but you must be brave and determined.

The post DEI is Dead, Long Live DEI: A Call to Leaders to Deepen Their Commitment appeared first on Dynamic Transitions LLP.

When we think about how to create more inclusive environments, many companies turn to addressing the issue of unconscious bias.  However, oftentimes, they do so without a clear understanding of what it is, the types which may exist in their organization, and their goals/expectations about how to address it.  Further, they expect that one training session will be sufficient enough to eliminate it from their organization.  While training can certainly be helpful, it should certainly not be a one-off, and should be supplemented with coaching of key leaders and periodic evaluation of progress.

Unconscious Bias Defined

Unconscious bias, also called implicit bias, is when individuals demonstrate a prejudice in favor of or against one thing, person, or group compared with another, usually in a way that’s considered to be unfair, but the individual is not aware that she is doing so. Biases may be held by an individual, group, or institution and can have negative or positive consequences.  Oftentimes, we use bias as a shortcut to make decisions, to deal with the overwhelming amount of information (e.g. 11 million pieces per second, 40-50 pieces absorbed, and only 7 pieces are processed) we encounter at any given time.  As such, bias as a whole is not bad, especially if we are attempting to navigate complex decision-making (e.g. driving a car).  However, it is when that bias is applied in such a way to disadvantage one group or individual, that it becomes problematic.  It is even more dangerous when we are not aware of that bias, which is the issue we face in addressing unconscious bias.

Types of Unconscious Bias

Some who may not be as well briefed on the term believe that unconscious bias is just one thing.
However, there are different types of unconscious bias, which may be operating at any given time within an organization. Some of the most common types of unconscious bias are:

Affinity – when one favors individuals that share similar background characteristics (e.g. race, gender, profession) to themselves; for example, one study found that resumes with ”typically White” (e.g. Emily, Ashley) names received 50% more callbacks for interviews than those with “typically Black” (e.g. Lakisha, Jamal) names, even though their resumes were exactly alike.Confirmation – when one only pays attention to information which supports one’s hypothesis, while ignoring information which refutes it; for example, a study showed racial bias in the evaluation of legal writing- supervising lawyers were more likely to perceive African-American lawyers as having subpar writing skills in comparison to their White counterparts. This 2014 study found that a diverse group of partners who evaluated a memo found more errors in the “African American” associate than the “White” associate, even though the memos had the exact same number of errors; they found more errors, because they expected to do so.Actor-Observer – when one attributes another person’s behavior to personality flaws but their own behavior is attributed to environmental factors; for instance, if a co-worker is late, you may believe it is because she is lazy, but if you are late, you blame mass transit issues.Belief in a Just World – belief that if something bad happens to a person, it is her own fault, since the world is as a whole is fair and just; for example, a 2017 study found that when interviewing BIPOC candidates in a law firm, White partners confirmed that they would have additional conversations outside of the hiring committee without BIPOC committee members, where they discussed their resentment regarding their perceptions that pressures for diversity & inclusion were ”driving standards down” to accept “diversity hires” as a result of affirmative action.Maternal Wall – mothers were 79% less likely to be hired compared to an otherwise identical candidate without children.Tightrope – pressure to behave in stereotypical ways; in one 2017 study, a woman’s perceived competence dropped by 35% when she is deemed to be assertive or forceful, which are viewed as masculine behaviors; 50% of White women attorneys, including senior leaders also reported being tasked with more of the office housework (e.g. taking notes in meetings, providing emotional support) as compared to 26% of their White male counterparts.

Forms of Unconscious Bias

When exploring unconscious bias, it is important to know that it can take many forms, including racial, gender, gender identity, age, and sexual orientation. By understanding the forms of unconscious bias that are prevalent in your organization, you will be able to create the right interventions.

Forms of Unconscious Bias

Addressing unconscious bias is important on both an individual and an organizational level.

Individually:

Unconscious bias affects your judgment, influences your decision-making, and can have an adverse impact on your colleagues and direct reports.

Organizationally:

Contributes to high turnover costs
Can negatively impact brand long-term reputation
Affects staff engagement & retention

Typical Bias Triggers

Unconscious bias may not be operating at all times within your organization. However, there may be specific triggers which activate it. The four most common triggers:

Task – certain jobs are associated with specific people. For instance, a firefighter is deemed to be a more male-oriented job and a nurse is thought to be more of a female-oriented job. As a result, if you are recruiting for certain roles (e.g. Finance- another perceived male-dominated industry), unconscious bias may be activated, and you risk overlooking qualified female candidates who don’t match your initial notion of what a typical successful candidate looks like.Numbers – when you are faced with reviewing a large group (e.g. job candidates), biases are triggered as you attempt to hone in on viable candidates, which may result in affinity bias dominating the process, and you identifying only individuals who share similarities with you (e.g. race, gender, alma mater).Clarity – when you lack information, you may fill the gaps with what you expect from biases. For instance, if you see a gap in a woman’s resume, you will assume that she took time off to start a family, which may cause the Maternal Wall unconscious bias to be activated against working mothers, even if there may be another reason (e.g. sabbatical) for the gap.Perceiver – when you are in a heightened emotional state (e.g. stressed), the attention of the conscious mind is compromised, leaving the unconscious bias to be activated. If you are tired & stressed after a long day of work duties, you may not be as aware of your biases when interviewing a job candidate, letting affinity or confirmation bias creep into the process.

Disrupting Unconscious Bias Means Preventing Stereotype Application

Stereotypes are a widely held, but fixed and oversimplified, image or idea of a particular type of person or group that represents a prejudiced attitude or an uncritical judgment. For instance, the belief that women are too emotional to be effective leaders is a stereotype, which prevents many remarkable women from getting the appropriate leadership opportunities. The primary challenge is that bias activates stereotypes, and it is difficult to stop the brain from doing so. As a result, the goal in addressing unconscious bias is to disrupt it, first by bringing it into awareness, and by preventing stereotype application. That is, while we may find it impossible to stop stereotype activation, it is the application of stereotypes in decision-making situations (e.g. hiring) and other actions that we can prevent and should address to disrupt unconscious bias.

To reduce unconscious bias in your organization, you must understand the forms and types which are present in your workplace, bring them into organizational awareness, and work to teach team members how to prevent stereotype application in decision-making situations.
To learn more about how to address unconscious bias in your organization, sign up for a free consultation here to discuss how Dynamic Transitions can meet your needs.

The post Disrupting Unconscious Bias in the Workplace appeared first on Dynamic Transitions LLP.

As we celebrate the last day of Black Women’s History Week, it is important to recognize the continued struggles Black women face in the workplace. According to research from the Lean In Foundation, Black women are less likely to be promoted to manager. For every 100 men promoted, only 58 Black women are promoted, despite the fact that Black women ask for promotions at the same rate as men. They also face more day to day discrimination, and experience more racial trauma than their peers. Therefore, leaders need to recognize that the status quo as it pertains to the experience of Black women at work is unacceptable. In order for Black women to thrive, companies must pursue the following to help them in their career journey:

Immediately close the pay gap – in 2020, Black women earned $.64 to every dollar earned by their White male counterparts. According to a report by the Center for American Progress, Black women lose $964,400 over a 40 year career due to this pay gap. While this number may not seem significant to some, it can represent generational wealth for others. Therefore, companies must do the work of closing the pay gap immediately, and not use excuses of how complex or challenging it may be to avoid doing so.Assign supportive, competent managers to sponsor Black women – according to research from the Lean In Foundation in 2020, compared to white women, Black women are less likely to have managers showcase their work, advocate for new opportunities for them, or give them opportunities to manage people and projects. They are also often assigned to managers who lack influence within the organizations and may have poor job security, hindering their ability to adequately support their Black women direct reports. Further, less than a quarter of Black women feel they have the sponsorship they need to advance their career. Therefore, organizations should assign competent managers to appropriately support Black women, amplifying their skills and work, to position them for greater visibility and rapid advancement.Acknowledge and have zero tolerance for the mistreatment of Black women and cease gaslighting them – Black women are constantly subject to gaslighting, where their experiences are made to feel invalid or not real. Senior leaders and managers need to understand the unique challenges Black women face, listen to their needs, have zero tolerance for their mistreatment, and stop gaslighting them by denying the systemic issues which keep them from being successful and safe at work.Provide effective advancement coaching to Black women – although it is difficult to find data about the exact percentage of Black women who receive coaching on an annual basis, anecdotally it seems that it is rare, and when it does occur, it is more as a tool for remediation, rather than as one for growth. Companies need to invest robust resources in coaching for Black women, as a means to assist in their career management and advancement. Such coaching should be from culturally competent coaches, not ones who will simply tell Black women to work harder, and who will not acknowledge their challenging circumstances. Unfortunately, I have heard too many stories of internal coaches who have proven to be more harmful than helpful to Black women, and as a result, have caused them to shy away from seeking coaching support.Invest in training to decrease the microaggressions, racism, misogyny, and other forms of bias perpetrated against Black women and to educate leaders about racial trauma & psychological safety – the workplace needs to be a lot less hostile to Black women. From comments related to the professionalism of their hair to calling them “angry” or telling them to smile more, Black women face many racial and gender micro-aggressions on a daily basis. Training to help leaders recognize how both systems and individuals micro-aggress Black women, as well as information about the impact of racial trauma on Black women, and the importance of psychological safety can make the workplace more welcoming for them.Ensure that Black women are able to recover from burnout – according to a report by Every Level Leadership, 88% of Black women say they have experienced burnout. And in addition to typical work factors which contribute to burnout (e.g. overwork, unclear priorities, toxic workplace), Black women also face unique stressors such as racial trauma, feeling the need to code-switch, and avoiding discussions of anti-blackness or race. Companies must recognize the factors which contribute to the high rate of burnout for Black women, and develop interventions to reduce it, and to improve recovery.

As Black Women’s History Week concludes, it is clear that Black women should be celebrated not only on a weekly or monthly basis, but every day. However, in order for this to occur, organizations, whether they are corporate or nonprofit or government or academic institutions, must do a much better job of supporting Black women, and by following the above recommendations, the workplace can become a place where Black women can thrive and shine, rather than simply survive.

The post How to Stop the Gaslighting and Mistreatment of Black Women in the Workplace appeared first on Dynamic Transitions LLP.

The U.S. Surgeon General released a groundbreaking report which identified toxic workplaces as being unhealthy for the overall well-being of employees. For years, I have discussed the impact of toxic workplaces on the confidence, mental, and physical health of employees. The Surgeon General’s report confirms these notions of how work can adversely affect your health. So I am on a mission to end toxic workplaces, which for some seems like an impossible and futile task. However, many aspects of work, once thought impenetrable to change, like offering paid parental leave or creating hybrid work models, were able to be achieved. So I am optimistic in our ability to make an impact on developing healthy workplaces. But in order to end toxic workplaces, we need to understand what constitutes such an environment.

According to an article in the MIT Sloan Management Review, the leading elements contributing to toxic work cultures include failure to promote diversity, equity, and inclusion, workers feeling disrespected and unethical behavior, and is 10 times more important than compensation in predicting turnover. Such elements of disrespect include bullying, not rewarding hard work, constantly violating boundaries of employees, and consistently discriminating against employees. So in order to end toxic workplaces, the following ten point plan should be implemented:

Center diversity, equity, and inclusion (DEI) as part of your overall business strategy – after the death of George Floyd and the racial reckoning of 2020, there was so much hope that we had turned a corner as it pertains to committing to racial equity, and fully embracing diversity, equity, and inclusion (DEI) initiatives. Three years later, we understand that many of those commitments were hollow, and we are still dealing with a backlash against DEI and antiracist practices. Leaders need to fully commit to DEI through actual investment and action. Our society will continue to become more diverse, and the organizations genuinely committed to responding to the needs of ALL employees, including increasing equity and inclusion, will be the most successful in the long term.As noted, one primary facet of toxic workplaces is the failure to promote diversity, equity, and inclusion. As such DEI should be fully integrated into a company’s strategy, and work should be done with boards of directors or boards of trustees (often overlooked in DEI interventions) to help them also understand the critical impact of doing this work effectively. Such a focus will involve a robust training program, DEI coaching for key stakeholders, and the development of a DEI strategic plan to guide progress over a specific period of time (e.g. five years), and will not be viewed as something “in addition” to the company’s work, but rather as a central part of the company’s work. And it should influence all aspects of the company, including hiring, promotion, marketing, onboarding, and social media coordination.Provide consistent, quality coaching and training for managers & senior leaders – managers are key drivers in creating a toxic or a healthy workplace. Unfortunately, so many managers are not given the proper coaching and training to adequately fulfill the duties (e.g. developing and supporting employees) of their role, which results in toxic work behaviors (e.g. micro-managing, bullying, micro-aggressions, playing favorites). Therefore, organizations should invest in skilled coaching and robust training on topics such as inclusive leadership, impostor syndrome, compassionate communication, psychological safety, and burnout prevention to help managers, senior executives, and board members become better leaders and to avoid becoming toxic bosses. And the coaching should not be 1 or 2 sessions, but a more lengthy period (e.g. 8 sessions) to facilitate sustained growth.Have zero tolerance for all forms of bias, discrimination, bullying, sexual harassment, & coercive tactics, and prioritize psychological safety – in addition to centering DEI as part of business or institutional strategy, leaders must demonstrate zero tolerance for all forms of bias (e.g. racism, sexism, transphobia, etc.), discrimination, bullying, sexual harassment, and coercive tactics to create a psychologically safe environment, wherein employees will feel that they will not be punished for speaking up or critiquing the organization. Psychological safety is such a crucial part of creating a healthy workplace, and most organizations only pay lip service to it, if they acknowledge its importance at all.End the notion of “doing more with less,”stop rewarding overwork, and create fair evaluations for productivity – as we encounter a period of economic strain, with many companies downsizing, this is the time where companies will be tempted to overstretch their remaining workforce. Managers will tell them to “do more with less,” an indication that no additional resources (e.g. money, headcount) will be coming but the same workload expectations remain. We must encourage employees to “do less with less,” meaning their work output should reflect the capacity they are given, in order to prevent burnout and overwork. There is no heroism in burning yourself out and organizations need to recognize this reality. Further, performance evaluations must be clear, bias-reduced, and aligned with actual productivity metrics for the organization, so employees can understand how they are actually making impact.Normalize self-care, taking breaks during the workday, and interruption-free vacations – the pandemic has highlighted the importance of self-care, and protecting one’s energy amidst challenging work conditions. However, as layoffs increase, and companies do not replace headcount, there will be more of a strain on workers to work more, without breaks or time off. And when they do take time off, they may still feel the need to remain connected, taking calls on vacation. Therefore, managers need to normalize self-care, including using PTO (paid time off) liberally, and taking breaks during the day. American workers are notorious for not taking vacations, even though research supports the fact that by doing so, you will be even more productive. And when they do take vacation, managers should not expect them to be available and should not interrupt them, let them be signed off.Stop the “we are a family” paradigm – so many leaders and organizations constantly state “we are a family” as a means of encouraging closeness, yet it oftentimes, unfortunately, is used to exploit employees, making them feel guilty about setting appropriate boundaries, not allowing them to advance & grow, and forcing them to overwork for the good of the “family.” You can demonstrate care and closeness without the “we are a family” paradigm, allowing suitable distance from work, while enhancing commitment to the organization. So instead of “we are a family,” say, “we are a team,” which can both help with increasing closeness and deepening commitment, without the exploitative connotation of the “we are a family” paradigm.Outline a clear career development path for ALL employees and provide consistent feedback – far too many employees are unclear about how to advance and excel in their roles, because they are never given feedback about their progress and no one can provide them with a clear career development path. By providing consistent feedback about both strengths and challenges, as well as outlining a career development path, companies can increase loyalty, commitment, and retention among employees, who will feel seen and valued.Encourage healthy boundaries at work, and discussions of burnout prevention & mental wellness as organizational responsibilities – healthy boundaries mean that employees should not feel the need to be available 24/7 with little balance between work and home. Leaders should also encourage more discussions about mental wellness and how to prevent or recover from burnout, understanding these are organizational imperatives, not just the responsibility of individual employees, but rather issues which must be handled on a systemic level.Give up the command-and-control approach to management and truly collaborate with employees to create a new, innovative vision of the workplace – the pandemic provided an opportunity for employees to assert more power, including demands to maintain remote work, and the Great Resignation was an indicator of employee dissatisfaction and confidence in finding new options. However, many employers have refused to adjust to the new normal of a partnership approach to management, opting to hold on to the outdated command-and-control style, wherein they bully employees into meeting all their dictates. By giving up such an approach, leaders can improve employee satisfaction, enhance retention, and truly transform the work environment into a healthier one. The future of work will require innovation, not just in technology & algorithms, but in rethinking the holistic design of the workplace, and it must entail a truly collaborative approach between employers and employees to shape a healthy and productive workplace.Normalize joy and kindness in the workplace – there is not enough joy and kindness in the workplace, I mean genuine laughter, acts of kindness, and general good vibes. We need to normalize work being a place where you can be both productive AND joyful. Some may mock this notion, affirming that work is work, and is meant to be a grind, but my experience has always been that those who feel most connected to their company are the ones who feel seen & heard, valued, fully appreciated and have a good time. Managers should model kindness and positive engagement. Despite the challenge of doing so in a hybrid environment, do not abandon social gatherings, increase informal ways for employees to connect, and constantly take the “joy” temperature of the team.

These past three years have been extremely grueling, traumatic, and challenging for all of us. And the economic downturn has led to even more pain as companies institute mass layoffs. However, there is an opportunity, despite these difficult conditions, to end toxic workplaces. By following this ten point plan, companies can transform the workplace into one which provides psychological safety, joy, and is overall a healthy place for all.

What other strategies do you suggest to end toxic workplaces?

The post How to End Toxic Workplaces: A Ten Point Plan appeared first on Dynamic Transitions LLP.

DEI professionals across the country are struggling. A recent report has shown that the attrition rate for DEI roles was 33%, compared to 21% for non-DEI roles. Further, the churn rate for DEI roles was 40% at companies doing layoffs, as compared to 24% for non-DEI roles. And for those who remain, they are constantly under-resourced or their work is routinely dismissed by senior leaders as not being important to the business or mission of the organization.

It is evident that the pledges made in 2020, when DEI roles increased by 55%, are not being fully honored. And yet amid all their challenges, DEI professionals are rarely offered coaching to support their work and their professional development.

Rather, they are usually marginalized or provided little to no resources, while being tasked with compliance and programmatic responsibilities. Chief Diversity Officers are usually one of the few members of the C-suite to not have consistent coaching offered to them. There needs to be a change in how DEI professionals are treated and supported, including providing access to culturally competent coaching to enable them to thrive in their roles. As an executive coach, a former Chief Diversity Officer, and a DEI consultant for over 15 years, I made coaching DEI professionals a specialty in my practice, because I recognized it as a gap in the field and understood its transformative power. As I noted, it is not just coaching, but culturally competent coaching, which will honor the experiences of DEI professionals, and not just dismiss their concerns & challenges, especially if they are dealing with racism, micro-aggressions, misogyny, or other forms of discrimination.

The benefits of coaching for DEI professionals are:

Dealing with the emotional toll of the work – one of the reasons that the average tenure of a Chief Diversity Officer is less than 2 years is because of the stress and emotional toll of the work. Oftentimes, as DEI professionals, we must manage the trauma of other people, who convey painful situations related to racism, misogyny, sexual harassment, or other discriminatory experiences, with no place to process our feelings about it. We may also experience some of these forms of discrimination directly, as colleagues and leaders express their open hostility to our work. Coaching provides an outlet for DEI professionals to explore the range of feelings, which come with doing this work, including anger, anxiety, and frustration, which can be overwhelming.Getting leadership buy-in – one of the biggest challenges for DEI professionals is to gain buy-in from leadership when attempting to facilitate transformative change within an organization. In many situations, even though they were brought in to manage a difficult culture change process, DEI professionals either experience major pushback from senior leaders or are ignored when they try to engage with key decision-makers. Working with a coach helps DEI professionals to develop strategies to get leadership buy-in, so they can be effective and visible as they achieve their goals, while also securing more resources for their work.Thought partnership – whether you are working internally as a DEI professional, or brought into the organization as a DEI consultant, each particular concern or engagement is unique, and brings some complex issues with which to deal. If you are the only DEI professional within your company, you oftentimes do not have the advantage of engaging with a thought partner, who has experience in and knowledge of the field. Coaching from an individual who has had exposure to DEI work can provide much needed thought partnership to explore how to find winning solutions or to resolve challenging issues.Defining the role – for some DEI professionals, especially ones working internally, it can be difficult for them to clearly define their role. Is it simply a compliance, “check boxes” type of role to protect the company? Is it to actually work to facilitate more diversity, equity, and inclusion in the company by examining policies and practices to make substantive changes? Is it to develop programs which will increase cultural competence and make the workplace safer for all? A coach can support you in clearly defining the role, as you might wish it to be, or to gain clarity about role expectations and desired outcomes from senior leadership. Coaching can also help in identifying professional development opportunities to increase skills or knowledge in areas which may benefit your organization.Improving your own self-care – as mentioned earlier, the emotional toll of the work can have both physical and mental health consequences. In addition to processing these issues with a coach, it will be important to ensure that you are addressing your own self-care needs. DEI professionals are helping professionals, even if you may not always view yourself as such. Helping professionals can suffer from caregiver fatigue, where they feel burned out, distanced from their jobs, and exhausted from assisting others in distress. And many DEI professionals can also neglect their own self-care as a result. A coach can provide a reminder and a level of accountability to increase the probability that you are creating and meeting your self-care goals, so that you can maintain the energy and enthusiasm to do this work.

Although coaching for leaders has proven time and again to be both a benefit to the organization and to the individual, DEI professionals rarely have the opportunity to obtain such support. However, by providing such a resource, companies can increase the retention of DEI professionals, demonstrate their belief in these roles through robust resource allocation, and enable DEI professionals to thrive in these roles. And for DEI professionals who seek such services on their own, it will allow them to receive the type of assistance, which can be transformative for their career and for their lives.

The post The Transformative Power of Coaching for DEI Professionals appeared first on Dynamic Transitions LLP.

As Black History Month progresses, there will be many events presented by corporations, academic institutions, government agencies, and nonprofit organizations highlighting the achievements of African Americans in this country. Many of those events will be planned, coordinated, and implemented by the diversity, equity, & inclusion (DEI) and anti-racist advocates within your organizations. That may be your Chief Diversity Officer, members of your DEI Council, ERG, or affinity groups, or other identified diversity, equity, and inclusion bodies. While you will celebrate their accomplishments and may even honor them with awards during this month, it is important to recognize that the work they consistently do, outside of this or any other cultural heritage month, can take an emotional toll.

As a psychologist, I talk a great deal about racial trauma, which is the cumulative effect of racism on one’s mental & physical health. Direct racial trauma is when you experience incidents of micro-aggressions, racist incidents, or other forms of bias. Vicarious racial trauma is the trauma one experiences simply by hearing about or seeing a member of their racial group being a victim of racism (e.g. micro-aggressions, police brutality, discrimination). After the murder of George Floyd in 2020, requests for talks on racial trauma skyrocketed, as I discussed how constantly seeing images of Mr. Floyd being killed or hearing about it was leading to high rates of vicarious trauma in Black people in the U.S. Further, the recent waves of anti-Asian violence have similarly impacted our AAPI colleagues, causing a heightened sense of fear and hypervigilance in these communities.

The work of the DEI champions in your organization can also be traumatizing, either through direct experience or vicariously, as they are the ones who mostly deal with issues of discrimination, micro-aggressions, or other forms of bias. Whether they are DEI Council members, a part of your organization’s DEI office or department, or ERG leaders, they frequently must do additional emotional labor to process others’ feelings or their own, as it pertains to racially charged material (e.g. racist incidents, structural racial inequity). And they regularly may feel silenced or marginalized, with no helpful outlets to address their own concerns.

So how can you ensure that those individuals who are supporting your DEI and anti-racist initiatives are able to heal, while finding joy in their work? First, as a senior leader, you must acknowledge that the work they do can have more of an emotional impact than the work of other organizational leaders. DEI and anti-racist work does not only require engaging on an intellectual level, it also mandates a fair amount of emotional heavy lifting. Next, you must commit to their healing, and provide space for them to do so, especially if they are performing this work on a voluntary basis. Finally, you should find ways to bring joy to the work, by praising their efforts throughout the year, not just during Black History Month or other cultural heritage months. Some other strategies to utilize in helping your DEI and anti-racist advocates to find joy and to heal all year long are:

Community Support Groups – while ERGs and affinity groups are helpful spaces to engage with individuals facing similar challenges, oftentimes members do not feel equipped to manage the range of emotional reactions which emerge. Therefore, having a trained professional come in to discuss some of the experiences which impact the mental and emotional health of team members can be useful in communicating that you care for their overall wellbeing. Such support groups are best as an ongoing initiative, instead of a one time engagement. However, even one well facilitated session, with recommendations of other external mental health resources, can also be powerful and restorative.

DEI Leadership Coaching – when I was a Chief Diversity Officer, I always felt a bit isolated when it came to finding colleagues to explore some of my work challenges. Although I reported to the university president, I knew that he would not be able to fully appreciate the emotional and strategic difficulties I encountered on a daily basis, including from other C-Suite colleagues, who had longer tenures than me. Having a coach, who both had experience in this work, as well as training in mental health, would have been a game changer for me. I have been extremely honored to fill this role as a coach for many DEI leaders, who face both tactical and emotional struggles in managing their work. Coaching for so many C-Suite executives is viewed as a benefit to their leadership development, but far too few DEI leaders (Chief Diversity Officers, DEI Council members, DEI managers, affinity group leaders), especially those who are not in senior leadership, have access to this much needed support. I believe that one of the unspoken reasons that the average tenure of Chief Diversity Officers is under two years now, compared to three in 2018, is because they are not receiving the type of coaching, resources, and support they need to be successful. As a result, they burn out and are overwhelmed by their job duties, and the lack of aid they receive.

Paid Sabbaticals – since their work is so emotionally taxing, and a few days off for vacation may not be sufficient, offering a sabbatical, an extended period of time (e.g. 3-6 months) to reflect or to recover, which is paid, may be a way to both retain and elevate your DEI champions.

Sufficient Resources and Power – whether it is money, staff, or time, your DEI champions often burn out due to lack of resources, and the lack of authorization to truly move the work forward. By providing them with an adequate budget (e.g. actually having a robust P & L to manage), giving them the power to make key decisions to shape the business or the organization’s mission, and ensuring they are always a part of the senior leadership team, you can give them more of an opportunity to enjoy their work, while making significant impact.

In our current climate, more DEI and anti-racist practice work is needed, not less. As a leader, instead of viewing DEI and anti-racist work as cost centers, visionary executives recognize they are key revenue generators, in terms of retention, productivity, and financial impact. Therefore, those DEI champions in your organization should be given all the resources and support they need to heal and to find joy throughout the year.

How do you ensure that your DEI champions heal and find joy? If you are interested in finding more strategies to improve the functioning of your DEI teams, sign up for a free consultation with me.

 

This article originally appeared in The Joy and Justice newsletter, a weekly LinkedIn newsletter focused on exploring issues related to leadership, diversity, equity, inclusion, and anti-racist practice, most specifically how to bring joy to this work, while ensuring workplace justice. The newsletter is produced by Richard Orbé-Austin, PhD who is a psychologist, executive coach, DEI consultant, speaker, and author. Dr. Orbé-Austin is the co-author of Own Your Greatness: Overcome Impostor Syndrome, Beat Self-Doubt, and Succeed in Life, the acclaimed book which provides a clear formula for defeating impostor syndrome. His next book, which will be released in fall 2022, will focus on how to transform toxic workplaces into healthier environments, where everyone can thrive and succeed, by identifying key strategies for leaders & employees to implement for workplace joy & justice. If you are seeking to transform your workplace into a more joyful and just environment, visit his website to learn more about the services which may suit your individual and organizational needs. If you feel this newsletter has value, please feel free to share it with others who may also enjoy it. If you want to learn more about impostor syndrome or leadership, visit Dr. Orbé-Austin’s blog page.

The post How to Help Your DEI and Anti-Racist Champions Heal & Find Joy appeared first on Dynamic Transitions LLP.

As we celebrate International Women’s Day, a report from LinkedIn shows that there is still much progress, which needs to be made in terms of women advancing to leadership roles globally. According to the data, women hold about 38% of leadership roles in the U.S., a number that has only moved about 1 percentage point since 2016. Further, as women move up the corporate ladder their share of leadership roles decrease. BIPOC women face especially daunting odds.

Prior to the pandemic, women of color continued to struggle to secure executive level roles. For instance, in 2018, despite representing 18% of the population, BIPOC women represented only 4% of C-Suite level roles, as compared to White men (68%) and White women (19%).

Further, women of color are most likely to experience workplace harassment, are held to higher standards than their White women & male peers, and are presumed to be less qualified, despite their credentials, work product, or business results.

The pandemic has been equally unkind to BIPOC women, with many being forced to leave the workforce. For instance, 154,000 Black women left the workforce in December 2020, a staggering number.

One of the ways companies proposed to help women, especially BIPOC women, is through corporate leadership programs. Unfortunately, rather than helping BIPOC women, these leadership programs all too often provide an additional burden to them, while not leading to the identified results of enabling them to gain more senior level roles. Many BIPOC women participants discussed having to spend additional hours completing the assignments for their leadership programs, while handling their managers’ opposition to their participation in these programs. What BIPOC women need are clear paths to advancement and identified leadership opportunities, rather than the undue burden created by these leadership programs, which are not beneficial to their advancement and cause additional stress. In order to support BIPOC women in their leadership goals, companies should:

1) Link leadership programs to tangible advancement outcomes- rather than have BIPOC women participate in leadership programs which are often a road to nowhere, structure them so that there are clear advancement opportunities for them, for which they will be given priority.

2) Facilitate buy-in from participants’ managers- if the managers of BIPOC women are not supportive of their decision to pursue a leadership program, it will create additional work and strain for the participants. Therefore, the managers should be incentivized for their direct report’s participation, and the workload of the direct report should be modified to accommodate her participation in the leadership program. The leadership program should not become an additional burden for BIPOC women.

3) Offer genuine sponsorship opportunities- according to a study by McKinsey and Leanin.org, Black women are least likely to gain support from their managers, in the form of promoting their work, helping them navigate organizational politics, and introducing them to key leaders. Therefore, these leadership programs should identify senior leaders as sponsors, and provide consistent engagement opportunities with them during the course of the program.

4) Provide leadership coaching as part of the program- another important component which is often overlooked in the advancement of BIPOC women, is the value of leadership coaching. Leadership program participants should also be matched with a coach, who can help them further chart their advancement plan, provide strategic guidance in managing company politics, and serve as a key sounding board for their leadership journey challenges. These coaches should be culturally competent, to appreciate the unique challenges which BIPOC women leaders face, in the form of micro-aggressions, sexual harassment, and other forms of bias.

5) Train managers and senior leaders on topics related to gender & racial unconscious bias, micro-aggressions, impostor syndrome, and structural sexism & racism- the intersectionality of BIPOC women’s identities leave them susceptible to both sexism and racism in the workplace. They are often overlooked for sponsorship due to affinity bias, wherein managers, oftentimes White men or White women, seek to affiliate with & support first those who look like them and share similar backgrounds. By training managers to understand their own unconscious biases and how micro-aggressions, both racial and gender, can adversely impact BIPOC women, it can enable them to better support them. Also educating them about impostor syndrome and the double impact which BIPOC women face, where internally they may feel like a fraud, and externally, signals in the environment also tell them they do not belong, can prove useful in helping them to better support BIPOC women.

6) Constantly evaluate the success of these leadership programs in meeting their identified goals – if few or no BIPOC women are advancing as a result of these leadership programs, than they are nothing more than window-dressing and need to be revised or eliminated.

7) Provide flexibility & robust childcare options to accommodate women’s needs – as noted, many BIPOC women left the workforce during these past three years, oftentimes due to childcare constraints. By providing flexibility, in terms of hybrid or remote options, and investing in robust childcare options, companies can improve their retention of women.

Corporate leadership programs can be useful for BIPOC women, but they must be structured in such a way for them to realize their benefits, without placing unfair burden on their workload and without causing tension with their managers. By addressing these flaws in leadership programs, they can truly unlock their potential to help BIPOC women advance rapidly to senior roles and long-term career success.

If you are interested in learning more about how to be a healthy leader who supports BIPOC women, pick up my new book Your Unstoppable Greatness.

The post Leaning In is Not Enough: How Corporate Leadership Programs are Failing BIPOC Women and How to Genuinely Support their Career Success appeared first on Dynamic Transitions LLP.

What makes so many people violently opposed to the creation of more equitable and inclusive practices, which is the aim of many DEI approaches?

We are in a challenging moment for diversity, equity, & inclusion (DEI) and anti-racist initiatives. On one hand, you have supremacist politicians like Florida’s Ron DeSantis seeking to rouse up their base by attacking DEI programs. He recently signed legislation which defunds DEI programming in Florida public colleges. The DEI Tracker from the The Chronicle of Higher Education provides an overview of all the anti-DEI legislation being proposed across the country. It is evident that the backlash against DEI and anti-racism is now being institutionalized through racist, discriminatory legislation.

On the other hand, you have companies attempting to dilute the impact of diversity, equity, and inclusion programs by focusing more on comfort than on actual social justice. A recent New York Times article highlighted how some corporations have added “B” to the DEI acronym to focus on “belonging,” as the primary factor for DEIB training. In reality, if you are practicing true inclusion, then everyone will feel like they belong, so I never understood why companies felt the need to add the “B.” However, I now come to understand that many companies do not want to actually pursue genuine inclusion, and would rather practice performative “belonging” than work to actually improve conditions for ALL employees.

The reality is that for many leaders, they do not know what they want from DEI initiatives. And oftentimes, what they prefer (e.g. employees who feel a strong affinity to the company & will devote their lives to it) are not the same things that their employees want (e.g. equity as it pertains to pay & access to opportunities, a more diverse leadership team). So it makes sense that many employers do not want to grapple with the difficult issues that emerge when discussing inequities in the workplace, & would rather shift attention to an innocuous term such as belonging. But the questions I pose to those who now are primarily focused on belonging, rather than diversity, equity, and inclusion are:

Will belonging help employees to eliminate their micro-aggressions, biases, and discrimination which make the workplace toxic to historically marginalized employees?Will belonging change the composition of your leadership team to reflect a more racially & gender diverse one?Will belonging address the inequities that result in women, especially Black women, being paid a great deal less than their White male peers and essentially neglected by biased managers?Will belonging transform the racist policies/practices which prevent BIPOC individuals & women from obtaining promotions at the same rate as their White male colleagues?Will belonging actually make the workplace more diverse, equitable, and inclusive for ALL?

So much of current DEI practice is centered on not making people uncomfortable, especially when it concerns race and racism. While no DEI practitioner’s objective should ever be to single out one group, it is unreasonable to suggest that discussions of structural & interpersonal racism and historical & current inequities should not result in difficult feelings. People work out at the gym, even if it makes them uncomfortable. People go to the dentist, even if it makes them uncomfortable. They are able to tolerate the discomfort because they know it will ultimately benefit them. And that is the stance that true leaders should take. A person or persons’ discomfort should not dictate how an organization moves forward in creating an equitable and inclusive culture for all. Women and BIPOC people are uncomfortable every day in these toxic work environments, but we are told to just bear it, and when we seek some form of redress and a change in culture, we are often told it must not be at the expense of those who have historically held power being uncomfortable, and we are usually labeled as “divisive” and “not being a right fit for the organization.”

As a cisgender heterosexual male, I do not shut down or refuse to engage in discussions about structural sexism, misogyny, & homophobia in our society, just because it makes me uncomfortable or ashamed. Rather, I try to take accountability and work to ensure there is as much equity and inclusion as possible, despite those feelings of shame and guilt. Ultimately, however, it is not about changing hearts and minds, it is about transforming policies and practices which prevent improved diversity, equity, and inclusion outcomes & a healthy workplace for all.

Since 2020 after the murder of George Floyd, the paradigm shift in organizations moving away from talking about racism & committing to anti-racist practices to now banning DEI programs and dismissing conversations about race as “divisive,” has been mind-boggling but unfortunately not surprising. Any time in this nation’s history that groups of marginalized individuals has moved to secure their deserved rights, a massive backlash emerges to negate this progress, and to institute even more regressive policies. It happened after Reconstruction, after the civil rights movement, after the women’s rights movement, and it is happening now. We must push back strongly and loudly against such institutional backlash. It is not enough to post about these intolerant, racist, transphobic, sexist, and other discriminatory policies, we must also:

Continue to call out and rally against anti-DEI policies in institutions and in state governmentsApply pressure to politicians, including President Biden, to respond forcefully to such racist policies in their states and across the country, by moving to rescind federal funding for states who have such legislation and to investigate possible civil rights violationsAt every opportunity, seek to educate those may not understand DEI approaches, and were taught that they are “reverse racism in action,” but can be convinced otherwiseBuild coalitions/alliances with other marginalized groups, who are discriminated against due to their religion, gender identity, ethnicity or sexual orientation to develop a base of power, which cannot be ignored by those who wish to maintain the status quoConsider boycotts and other tactics to signal our intention to not let such policies pass without any resistanceHelp others to discuss race and racism in this country to not make it taboo or unsafe to call it out, and to make it a dealbreaker in our workplaces & in our communitiesAdvocate for the creation of concrete DEI strategic plans in your institutions, with tangible goals (e.g. less biased recruitment strategies and performance review processes), and long term DEI coaching for managers who will be responsible for achieving them, rather than offering one-off training sessions (e.g. mandatory unconscious bias training) to just check a box.

Despite the attacks on DEI and anti-racist practice or the attempts to dilute its impact, there are still many skilled practitioners attempting to transform our communities and work environments into more equitable, inclusive, diverse places. We must continue to support them, and to know that “belonging” is not enough to make our society safe and healthy for all.

The post Why “Belonging” is Not Enough: How to Counter Attacks on Impactful DEI Approaches appeared first on Dynamic Transitions LLP.

The title of the book that I co-authored with my partner, Dr. Richard Orbe-Austin is “Own Your Greatness: Overcome Impostor Syndrome, Beat Self-Doubt and Succeed in Life.” It was very important to us that the book has a name that captures what is possible when you tackle your Impostor Syndrome head-on.

Since the book was released at the end of April, we have been doing a lot of interviews, podcasts and Live Q&As, and one of the things that we have noticed is that when we ask people how they own their greatness, people with Impostor Syndrome often balk and fear that doing this could be the beginning of narcissism, and even in being asked to recount them, still downplay any accomplishments.

We often reassure people that narcissism as a pathological disorder isn’t developed from being proud of your accomplishments, feeling like you are great at certain things and talking about your successes with others.

It’s very important to us that people with Impostor Syndrome are really able to take ownership of their strengths and learn to live in and own their greatness, which is fundamental to overcoming it.

Here are some ways that you can engage in behaviors that support owning your greatness in positive and healthy ways.

#1 – Accept compliments without minimizing or dismissing them.

If you have Impostor Syndrome, it’s common to feel uncomfortable when you receive a compliment. What I often hear is that the compliment serves as a trigger and the focus then is shifted to the mistakes that were made about the object of the compliment.  Or people with Impostor Syndrome also worry that they are being given credit for the entire project when there were other contributors. In addition, concerns are often also evoked about the compliment giver’s authenticity or what they may want from you in exchange.

When someone gives you a compliment, it is typically a relational engagement. It’s important to engage as such and not respond with our Automatic Negative Thoughts (ANTs) – specifically here – mindreading, filtering, and all-or-nothing thinking. Make eye contact, be thankful and appreciative about the compliment without negating it, minimizing it, or distrusting the person.

Here’s an example:

Compliment – “Congratulations on your presentation! You were amazing! I really loved your deck. It was visually stunning and really communicated the data so well.”

Impostor Syndrome Response – “It wasn’t just me. There was a whole team involved. I also missed a few things that I wanted to say. It went ok.”

Non-Impostor Syndrome Response – “Thank you so much! I really appreciate you sharing that! The feedback is so helpful.”

What we often don’t realize is that we often couch the Impostor Syndrome response in being humble and sharing the praise, but it’s not like you can’t do that – just don’t lead with it. It can be very negating to someone else when they try to connect with you through a compliment and in trying to be humble, you really dismiss their attempt at connection and you miss you opportunity to accept and work on internalizing positive feedback.

#2 – Be proud of your accomplishments and don’t dismiss them to protect others.

With Impostor Syndrome, you can be very self-conscious about how your accomplishments make other people feel, often assuming that it makes them feel bad or less than. This particular interpretation is often a distortion. In healthy relationships, people can be proud and supportive of you even if they don’t have what you have AND if they are having issues with it, it is their responsibility and not yours to work through it and understand and manage their reaction.

Work on not protecting others from your successes.

#3 – Avoid bosses and work cultures that don’t allow you to hold on to your successes.

Receiving and learning from feedback is a central component of growing professionally so I am not talking about not getting constructive feedback. What I am talking about is environments that are toxic in the way that they never let you see, and don’t recognize, your strengths and wins. Places and people that are focused on keeping you insecure about your contributions or the security of your job may benefit from making you feel insecure especially when you have Impostor Syndrome, because you can get caught up in pleasing people and wanting to show them that you do belong and that you are valuable.

This can be a trap that never ends and just allows you to burn out in the process of proving yourself.

#4 – Dream Your Own Dreams

When you are driven by what others think of you and how they feel about your accomplishments, you don’t dream your own dreams. In order to own your greatness, you have to think about what you want for yourself and the plans that you have for your own professional journey. That may take a little disentangling, but it is worth taking some time to reflect on:

Is that what I want for myself? Or what others want for me?

Am I more concerned with what others will find valuable, impressive, or interesting, more than what I find to be fulfilling?

What are my dreams (even if I dare not share them with anyone else yet)?

#5 – Believe in Your Power to Make Your Own Dreams Come True

When we have Impostor Syndrome, we have worked hard to make others’ dreams come true and we are so good at reaching heights few would expect. However, when we think about making that happen for ourselves, we are often terrified. When I was at the peak of my Impostor Syndrome, my husband said something that I will never forget,

“When you work as hard for yourself as you do for others, you are going to be unstoppable.”  -Dr. Richard Orbé-Austin

At the time, I could understand the concept, but emotionally it took me a while to really get it.

You are capable of working that hard for yourself, but it takes valuing yourself, your ideas and plans in the same way that you value someone else’s.

#6 – Talk to yourself in a positive way – You are listening!

When you have Impostor Syndrome, we often speak to ourselves in ways that we would never speak to strangers – let alone, the people that we love. It’s important to remember that you are listening and the words that you say to yourself are being believed by your mind. I love this quote and it’s a valuable mantra to hold dear if you are prone to saying negative things to yourself and you feel that it’s uncontrollable.

“You are not your thoughts. You are the observer of your thoughts.” -Amit Ray

It reminds you that you should take a step away from your thoughts and recognize that you can alter or edit the content of your thoughts and when your thoughts are brutalizing you then you should be doing this consistently.

#7 – Don’t go it alone – Build a Team and Community Around You

In the US, we hear a lot of stories of people who made it from nothing and pulled themselves up from their bootstraps. This narrative leads us to believe that we need to accomplish things on our own in the spirit of rugged individualism.

Let me tell you something – NO ONE EVER DOES IT ALONE!!!

Usually, there are parts of the true narrative that are hidden when told for public consumption. Almost always, these “self-made” people have received support in all types of forms including financial support, access to knowledge that is not readily available to everyone, access to people in influential places, and opportunities that are based on the relationships around them.

Building a strong and reliable community around you is part of owning your greatness because you realize it takes a community to do anything – whether it is raising a child, building a career or launching a business.

#8 – Truly Care for Yourself

We give a lot of lip service to self-care, but your self-care practices reflect very seriously on how much you value and prioritize yourself. Self-care practices are meant to be rejuvenating and replenishing and help to keep you buoyed and well. So, while a night of Netflix and chillin’ might feel good in the moment, if you don’t feel like there is more gas in the tank afterward, it might not be true self-care. It might just be a fun thing to do.

Pay attention to the kinds of behaviors and self-care that actually make you feel better, stronger, more present, and more capable, those are the types of activities that are really self-care.

#9 – Value Your Professional Self and Take Appropriate Next Steps Forward (Act and Live in Your Values)

It’s easy, when we’re feeling like our professional life is out of control, frustrating or not what we want it to be, to engage in devaluing our professional identity and feeling like we should just take whatever we get.

It’s important to know what you value in your life and in your career and find your agency to get it. 

It might take longer than you had expected or you might go down a road you didn’t foresee, but it’s important to believe that you can affect your professional destiny with the choices that you make and the values that you believe in and hold true.

#10 – Teach the Next Generation How to Own Their Greatness

One of the most valuable ways you can contribute to the world and own your greatness is by mentoring and supporting the next generation. In doing so, whether it be through a formal leadership role or in an informal mentoring relationship, you can teach new professionals how to grow, build relationships, be proud of themselves, and value themselves. It’s important that you work to not resent their opportunities, their power, and their voice so that you don’t accidentally silence them. Learn to admire, support, validate and help the next generation reach its greatness – it creates a better world for all of us.

Don’t just support people who remind you of yourself — support people who are different, who haven’t had access and privilege for generations, who are the onlys in their cohorts, who are not the heirs apparent.  It will help you to contribute to diversifying fields, companies, and universities and provide more equitable opportunities and will help you grow tremendously and stretch yourself.

Owning Your Greatness takes many forms. These are just a few, but are some of the most valuable that I have seen over the years that I have been in practice. I hope you take a moment to take inventory on the ways that you need to start incorporating practices into your everyday life that help you to own your greatness.

What are some of the best ways that you have seen to own your greatness? 

 

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