How would you support a new manager experiencing imposter syndrome in a team meeting?

To support a new manager experiencing imposter syndrome in a team meeting, start by offering positive feedback and highlighting their strengths. Encourage them to share their ideas, emphasizing that their perspective is valuable. Pair them with a mentor who can provide guidance and reassurance. Create an inclusive environment where questions and collaboration are welcomed. Remind them that everyone feels uncertain at times and that their role was earned because of their skills and potential.

Remind them that 100% of ambitious professionals have imposter syndrome. It means you are learning and growing AND you care. Encourage them to be calmly confident in knowing that it's ok not to know. You just have to be resourceful and know who to ask and where to look.

Supporting a new manager with impostor syndrome requires empathy and practical strategies. It's crucial to recognize their feelings and reassure them of their capabilities. Encouraging open communication and fostering a culture of feedback can help build their confidence. Pairing them with a mentor for guidance can further alleviate their anxiety, ultimately strengthening their effectiveness within the team.

Having imposter is not necessarily a bad thing. However if it persists, then there must be an underlying concern that must be addressed. Work needs to be to make sure individual are feeling psychologically safe to show up at their natural best.

While recognizing imposter syndrome is crucial, be cautious of the 'recognition trap.' Overanalyzing every doubt can amplify your insecurities, creating a self-fulfilling prophecy. Instead, shift your focus outward. Observe how your team responds to your leadership. Are they engaged? Productive? Their positive reactions are often more reliable indicators of your competence than your internal narrative. Moreover, reframe your self-doubt as a sign of growth. Feeling challenged means you're pushing your boundaries and evolving as a leader. Embrace this discomfort as a catalyst for personal development, rather than evidence of inadequacy. This perspective shift can transform imposter syndrome from a roadblock into a stepping stone.

PSYCHOLOGICAL SAFETY. PSYCHOLOGICAL SAFETY. PSYCHOLOGICAL SAFETY. I can't emphasize that. The symptoms of imposter syndrome are triggered because the individual is probably not feeling safe in the meeting. As a leader or members of the team, it is best to make sure the individual is validated and recognized for their work. When people feel they belong, they can show up at their natural best.

To support a new manager experiencing imposter syndrome in a team meeting, I start by normalizing their feelings, reminding them that many leaders feel this way. During meetings, I highlight their contributions, reinforcing their value. Pairing them with a mentor provides ongoing support. I create a psychologically safe environment by setting norms for respectful communication and encouraging all team members to share without fear of judgment. Regularly reviewing their progress with constructive feedback, focusing on achievements, helps build confidence. I also recommend mindfulness practices to manage stress and maintain perspective, fostering a supportive and empowering team culture.

Validate the manager's feelings while emphasizing their unique value. Encourage them to view questions as strengths, not weaknesses. Suggest reframing challenges as growth opportunities. Recommend leadership coaching to build confidence and develop a collaborative management style.

Boost a new manager's confidence by encouraging thorough preparation, clear goal-setting, and assertive communication. Remind them that leadership is about effectively guiding the team and addressing challenges as they arise. Emphasize their strengths and achievements.

Preparation is a great way to manage your feelings of self doubt. Taking time to prepare gives you something positive to focus on rather than ruminating on your supposed inadequacies. Do some reading / research before the meet. Fill in any knowledge gaps you have. Connect & pre align with other meeting attendees beforehand. Prepare some questions & points you might want to make in the meet. You can decide to take control over your self doubt & give yourself the best chance of success.

To support a new manager experiencing impostor syndrome in a team meeting, encourage them to seek feedback from the team. Explain that constructive feedback is a valuable tool for professional development, not a sign of inadequacy. Remind them that every manager, regardless of experience, can benefit from feedback. Encourage the manager to view feedback as part of their learning process, helping them refine their leadership skills. Emphasize that understanding how others perceive their contributions can boost their confidence and provide actionable insights for growth.

For me as a transformational, leadership, executive coach and former leader it's so important to foster a Supportive Environment. Create a psychologically safe space where the new manager feels comfortable being vulnerable is crucial. Encourage open communication, active listening, and mutual respect within the team. It will help the manager build confidence and overcome self-doubt. Organising workshops around this topic and how to deal with conflict, how to give and receive feedback is always beneficial as is understanding each others strengths in the team through the different systems that are out there.

En mis a?os de carrera profesional, no he encontrado un solo hombre que presente síndrome del impostor. Sin embargo, muchas mujeres se ven afectadas. A mí misma me ha pasado. ?Tal vez es algo social? por lo que las mujeres necesitan ser mejores de lo que ya son, saber más, demostrar más, tener una mejor performance para conseguir lo mismo que otro ser humano. Por otro lado, sucede que llegado un punto, tu expertise es tanto, tus conocimientos son a tal nivel, que pierdes la referencia del nivel de muchas otras personas, el nivel donde tú estabas antes de empezar a crecer y especializarte. Una buena toma de consciencia de este hecho ocurre cuando empiezas a ense?ar lo que sabes a otros, eres capaz de ser consciente y adaptarte a su nivel