Kakal

📌We discussed last week that at the heart of influence is trust, at the heart of Imposter Syndrome is validation. Our need to feel validated starts early in our lives. Factors that trigger validation and hence imposter syndrome include:
1. Childhood: How we were raised influences what kind of validation we seek later in life. Did our parents expect an A+ instead of an A? Did we receive acknowledgement for our work?
2. Education: Did we have a supportive learning environment? Did we get mocked in school by our peers or teachers for our learning capabilities?
3. Work: Is our manager encouraging and supportive? Does our work environment reward success?
4. Representation: Are you perceived as being representation for entire group or gender/race with your capabilities? For example, if you are a person of color, or a female, you might feel additional pressure to prove that person of color or being female does not make you any less competent.
5. Stranger: Are you the first in your family or with your background to be in this position? When you are the first at something, you may have an underlying sense of feeling like you don’t really belong.
6. Self-fulfilling thoughts: Hurting oneself by thinking we cannot do something which in turn results in lack of action. You think you can’t do XYZ, so you end up procrastinating which in turn fuels mental confirmation that you can’t do XYZ. ▪️Depending on the situations we face, we will experience imposter syndrome to varying degrees at some point. For some of us, imposter syndrome may be triggered as a result of experiencing a lack of validation through all of the above areas, for others it might be only a few of those.
👉Found this useful? Share the post with a friend who will find it helpful too & click link in bio to learn more about how one could handle imposter syndrome.

"I cornered myself as the guy that took on projects that nobody else wanted at the expense of my own career goals.“ -
🔹Basically after several years, I realized I was doing projects that were deemed “critical to the company” but lacked any real growth trajectory and weren’t things that I even wanted to do initially let alone for many years
Thanks Mike for sharing your insights! 👏
👉 Mike is an operator and was a program manager at Uber, U-haul and Enterprise-rent-a-car.
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“Sometimes passion and curiosity can’t be satiated with company moves and new titles alone, which is when the side project is born. Ghadiyali felt this itch four years ago, when she was a software engineer at Facebook, and she first began to question the narrative around being a woman in tech.” -

📌“My advice to anyone who wants to expand their side project is to manage it how you would a business,” Ghadiyali says. “The same principles that apply to business and productivity also apply to social impact. Ask yourself how you want to build scalable, sustainable fundraising models. Since Erin and I can’t work on Wogrammer around the clock, our team structured the non-profit processes with scripts and automated systems in place to lighten the workload. We also brought in an amazing executive director, built a business model to generate some revenue, so that we could minimize our reliance on donations, which are harder to guarantee. It allows us to scale ourselves and produce a lot more impact with a limited time commitment.”
👉 Zainab Ghadiyali, ex and ex product lead started with her friend and former co-worker
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Don’t delay tough conversations. Comment 👇 if you have faced this too.
🔸What I learnt : A person on my team was not delivering quality work. I was a new manager and did not want to stir the pot too much. I was worried my team would perceive me as a "mean boss". I kept delaying the "hard talk". In 1:1s with other members of my team, I learnt how my inaction was impacting the team’s morale. I learnt that tough conversations are always hard, but you have to move swiftly and nip the problem in the bud. If something is urgent, address it sooner than later. I addressed it with the team member and immediately saw a positive impact on the morale and energy of the group.

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▪️Delegation can be difficult as a new manager. Comment 👇 if you have faced this too.
👉 What I learnt : Used to doing everything myself, as a new manager, I did not cede control. At least not entirely. I micromanaged 🔍 smaller tasks, and instead of enabling my team to work and supporting them, I was getting in the way by constantly checking-in. Big mistake. I soon learnt that with correct delegation & weekly 1:1 feedbacks, I was able to maximize my own productivity & also empower the team to give their best. Also most importantly, build TRUST. Allow the team to work on their own & implement a system where set objectives for the project are mutually discussed & a deadline is communicated
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