How overcoming the Imposter Syndrome can liberate a more effective style of leadership

You may have heard of the Imposter Syndrome. This phenomenon was first described in 1978 by clinical psychologists Patricia Clance and Suzanne Imes. It´s characteristic is a constant feeling of the lack of legitimacy and competence required to perform one's job. This feeling is accompanied by a sense of deception and the impression that, sooner rather than later, this lack of legitimacy will be exposed.

Its modus operandi is a negative cycle that tends to get stronger:

How is your organisation testing how resilient it is?

The Covid 19 crisis has severely challenged the entire world and continues to do so. But it is only perhaps in the last couple of weeks that people are beginning to realise the enormous social and economic impact it will have on us all. It is widely predicted that the Covid crisis will herald a new global restructuring of the economic order. Capital Economics have estimated that the world will suffer a 15% drop in output whilst other research groups have suggested the figure could be as high as 20%.

A Corporate Guide to Passive Aggressive Behaviour

Passive aggressive behaviour takes many forms but it is essentially a situation where someone is deliberately choosing to not help, co-operate or engage with others because they are angry and yet choose not to express their anger. Instead of communicating honestly that you feel upset, annoyed, irritated or disappointed, you contain your feelings, shut off verbally, become obstructive, and put up a polite “stone-wall” of non-co-operation.