Today’s edition of the ADVANCE Weekly Roundup features an article from Harvard Business Review on ways an organization can support individuals to reduce imposter syndrome. Imposter syndrome, coined in 1978, describes the feeling of doubting one’s abilities, second guessing one’s accomplishments, and having mild-anxiety about work success. Imposter syndrome places the blame for feeling this way on the individual rather than considering how the organization’s historical and cultural context sends signals to women, particularly women of color, about their professional contributions. Rather than seeking to correct the individual, the answer lies in creating organizations that position racial, ethnic, and gender diversity as the norm. Addressing systemic bias and toxic cultures can reduce experiences that lead to imposter syndrome and maximize the net productivity of all members of the community.
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