Think Again: The Power of Knowing What You Don't Know Adam Grant (good books to read for beginners .TXT) š
- Author: Adam Grant
Book online Ā«Think Again: The Power of Knowing What You Don't Know Adam Grant (good books to read for beginners .TXT) šĀ». Author Adam Grant
This evidence is new, and we still have a lot to learn about when impostor syndrome is beneficial versus when itās detrimental. Still, it leaves me wondering if weāve been misjudging impostor syndrome by seeing it solely as a disorder.
When our impostor fears crop up, the usual advice is to ignore themāgive ourselves the benefit of the doubt. Instead, we might be better off embracing those fears, because they can give us three benefits of doubt.
The first upside of feeling like an impostor is that it can motivate us to work harder. Itās probably not helpful when weāre deciding whether to start a race, but once weāve stepped up to the starting line, it gives us the drive to keep running to the end so that we can earn our place among the finalists.* In some of my own research across call centers, military and government teams, and nonprofits, Iāve found that confidence can make us complacent. If we never worry about letting other people down, weāre more likely to actually do so. When we feel like impostors, we think we have something to prove. Impostors may be the last to jump in, but they may also be the last to bail out.
Second, impostor thoughts can motivate us to work smarter. When we donāt believe weāre going to win, we have nothing to lose by rethinking our strategy. Remember that total beginners donāt fall victim to the Dunning-Kruger effect. Feeling like an impostor puts us in a beginnerās mindset, leading us to question assumptions that others have taken for granted.
Third, feeling like an impostor can make us better learners. Having some doubts about our knowledge and skills takes us off a pedestal, encouraging us to seek out insights from others. As psychologist Elizabeth Krumrei Mancuso and her colleagues write, āLearning requires the humility to realize one has something to learn.ā
Some evidence on this dynamic comes from a study by another of our former doctoral students at Wharton, Danielle Tussingānow a professor at SUNY Buffalo. Danielle gathered her data in a hospital where the leadership role of charge nurse is rotated between shifts, which means that nurses end up at the helm even if they have doubts about their capabilities. Nurses who felt some hesitations about assuming the mantle were actually more effective leaders, in part because they were more likely to seek out second opinions from colleagues. They saw themselves on a level playing field, and they knew that much of what they lacked in experience and expertise they could make up by listening. Thereās no clearer case of that than Halla TĆ³masdĆ³ttir.
THE LEAGUE OF EXTRAORDINARY HUMILITY
When I sat down with Halla, she told me that in the past her doubts had been debilitating. She took them as a sign that she lacked the ability to succeed. Now she had reached a point of confident humility, and she interpreted doubts differently: they were a cue that she needed to improve her tools.
Plenty of evidence suggests that confidence is just as often the result of progress as the cause of it. We donāt have to wait for our confidence to rise to achieve challenging goals. We can build it through achieving challenging goals. āI have come to welcome impostor syndrome as a good thing: itās fuel to do more, try more,ā Halla says. āIāve learned to use it to my advantage. I actually thrive on the growth that comes from the self-doubt.ā
While other candidates were content to rely on the usual media coverage, Hallaās uncertainty about her tools made her eager to rethink the way campaigns were run. She worked harder and smarter, staying up late to personally answer social media messages. She held Facebook Live sessions where voters could ask her anything, and learned to use Snapchat to reach young people. Deciding she had nothing to lose, she went where few presidential candidates had gone before: instead of prosecuting her opponents, she ran a positive campaign. How much worse can it get? she thought. It was part of why she resonated so strongly with voters: they were tired of watching candidates smear one another and delighted to see a candidate treat her competitors with respect.
Uncertainty primes us to ask questions and absorb new ideas. It protects us against the Dunning-Kruger effect. āImpostor syndrome always keeps me on my toes and growing because I never think I know it all,ā Halla reflects, sounding more like a scientist than a politician. āMaybe impostor syndrome is needed for change. Impostors rarely say, āThis is how we do things around here.ā They donāt say, āThis is the right way.ā I was so eager to learn and grow that I asked everyone for advice on how I could do things differently.ā Although she doubted her tools, she had confidence in herself as a learner. She understood that knowledge is best sought from experts, but creativity and wisdom can come from anywhere.
Icelandās presidential election came down to Halla, DavĆĆ° Oddsson, and two other men. The three men all enjoyed more media coverage than Halla throughout the campaign, including front-page interviews, which she never received. They also had bigger campaign budgets. Yet on election day, Halla stunned her countryāand herselfāby winning more than a quarter of the vote.
She didnāt land the presidency; she came in second. Her 28 percent fell shy of the victorās 39 percent. But Halla trounced DavĆĆ° Oddsson, who finished fourth,
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