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Reframing imposter syndrome – turning a psychological flaw into a vital skill

This article applies to anyone who has to simultaneously learn and produce a high level of output in their role. As this is such a broad topic, this article will discuss management consultants based on the research by Bourgain and Harvey.

Although they are sold as experts, upon beginning a new project, consultants are novices, or at least feel like novices. The challenge here is that effective consulting depends on in-depth situational knowledge that is impossible to have when starting a project. Essentially consultants must rapidly, and discreetly, gather knowledge of the client’s business and what they want while simultaneously giving an impression of self-confidence and competence. In psychology this challenge is known as learning-credibility tension.
Essentially consultants are doing everything they can to both learn and deliver value at the same time, under the constant risk of failure.

The obvious way to gain knowledge is to ask direct questions. But if consultants try that, they risk looking uninformed or just useless. Clients might reason, “We shouldn’t have to train you!”

Experimentation could be another fruitful approach. But when leaders hire an expert to take on a challenging task, they don’t expect the person to try things out. They expect the expert to just know what to do.

Consultants can also attempt to display knowledge right away. But if they make a mistake that reveals their ignorance, they could look incompetent. If things go wrong later, the client might lose faith in the consultant’s expertise, making it even harder for them to deliver.

In other words, consultants really are faking it ’til they make it — or, more precisely, faking it so that they can make it.

Bourgoin and Harvey studied management consulting projects for over two years and interviewed 79 consultants to understand how learning-credibility tension manifests in practice and how consultants deal with it. What they found is that consultants use a range of verbal and nonverbal tactics that help them manage perceptions and neutralize threats to their professional image.

Generally, consultants deal with three types of threats to their self-image: competence threats, acceptance threats, and productivity threats. To neutralize them, they use three closely related tactics: crafting relevance, crafting resonance, and crafting substance. Let’s look at them in turn.

Crafting Relevance to Seem Competent While Learning

Consultants are usually hired to advise on business transformation, project management, or strategy. However, they must also show that they adequately understand the technical side of their assignments. In other words, they face competence threats, which they deal with by crafting relevance.

Crafting relevance is about having the maximum impact in the minimum time by leveraging all the bits of knowledge that are available. Consultants don’t have to know it all — just enough to be taken seriously and appear competent while they seek more information.

One way to do this is to collect nuggets of information and selectively present them back to clients. The information might come from written material on past consulting assignments, the client’s internal documents, or information in the public domain. By preparing thoroughly and using these nuggets to create a mental map, consultants start to build a high-level view of the client’s situation.

The other way consultants craft relevance is by approximating past experiences — that is, by telling stories from past assignments that have some parallel with the problem at hand. Backstage, they search their track record (or their colleagues’) for experiences that echo the current assignment. Then they bring them up in conversation with the client, perhaps pointing to their own contribution. This saves face while encouraging the client to share more details.

Of course, clients know very well that their consultant hasn’t really learned an entire technical field in a matter of days. But they still appreciate that they’ve done their homework. For their part, consultants use crafting relevance to develop just enough expertise for them to interact with clients, with or without the ability to execute.

Crafting Resonance by Recycling Insider Knowledge

Clients must accept consultants as fellow professionals before they will follow their advice. But it’s hard for a newcomer to fit in straight away, because it takes time to appreciate “how we do things around here.” This exposes consultants to acceptance threats, which they deal with by crafting resonance: recycling insider knowledge to gain acceptance while acquiring new information.

Consultants monitor their clients for physical approval cues (such as facial expression or body posture) or the words and phrases they use, which often have special resonance. For instance, lawyers from a top firm responded positively to Latin expressions, as they were part of legal work culture and showed intellectual sophistication. So consultants would rehearse these expressions backstage, and then use them in conversations to show that they knew their Latin too, fostering acceptance. Having picked up these expressions, consultants can say the things that clients want to hear, allowing them to fit in despite being outsiders and triggering more engagement during their exchanges.

Second, consultants borrow internal insights from client staff, and then recycle them by presenting them as their own when they’re with other insiders. By watching how people react to their borrowed judgments, consultants can discover which ideas (and people) have support within the organization and choose to amplify them.

Crafting Substance by Creating Knowledge Objects

Consultancy services are usually expensive, so clients are concerned with getting value for money in the short term but it usually takes consultants a while to get up to speed and deliver their highest-value output. In the meantime, the client may question their value add, exposing them to productivity threats. They deal with this using the third and final tactic: crafting substance. This is about creating knowledge objects to display productivity while seeking information at the same time.

The first way to craft substance is by manufacturing PowerPoint figures. While PowerPoint has a mixed reputation, it’s an indispensable tool for consultants to impress their clients with clear thinking, deep understanding, and task progress. Furthermore, PowerPoint figures also serve as prompts that elicit feedback on technical points — with the added bonus that any criticism is directed toward the figure rather than the consultants themselves.

Consultants often use ideographs, combinations of text and images, to express important ideas, and many consulting firms maintain a library of readymade templates to help consultants create their figures quickly and easily. These provide them with a sort of plug-and-play thinking, allowing them to quickly make sense of a situation, boil it down to its essentials, and communicate it.

Sometimes, client organizations already know the answers to their problems, but still can’t articulate them — which means they can’t act on them. By providing powerful ideographs that clients can’t create for themselves due to lack of time or resources, consultants can make a telling and visible contribution.

Aside from consultants, the above applies to anyone who has to adapt to a different setting with each new client or project, and grapple with dynamic hard to grasp problems from day one. Given how chaotic and unpredictable working life can be, it’s not surprising that more and more people are falling prey to impostor syndrome, the fear that you’re not up to the task and will be found out. For most workers today, that feeling is ever-present.

However, when you reframe feeling impostor syndrome as managing learning-credibility tension, you turn it from a psychological flaw into a vital skill. Bourgoin and Harvey’s research found that consultants don’t just have impostor syndrome, they actively embrace it — because it keeps them sharp and on edge, where they need to be.