Top 10 Tips for Aspiring Leaders
Last month, I had the opportunity to present at a Professional Businesswomen of California webinar where I talked about leading and supporting employees from diverse backgrounds, how I battle imposter syndrome and how we can send that elevator back down for the next generation of leaders.
Most people have their own experiences of confronting bias in the workplace, and I don’t claim to have the same experiences. However, I understand what it is like to be the “only one” in a professional environment and have felt the uncomfortable challenge that presents. I spent the early part of my career as the first woman at an 11-person startup and the only non-engineer. For a long time, being the only one led me to struggle with feeling like an imposter who hadn’t earned her place. I think it’s something that many professionals can identify with, and I think it’s time we overcome it.
The first thing to understand is that imposter syndrome affects high-achieving people. If you’re suffering from imposter syndrome, you’re probably doing something right! Before I came to realize that, I would question myself — if I deserved professional success and opportunities. It took me a long time to become comfortable with being the only one, and it took the support of mentors, champions and friends to get me there.
I will never forget how my company’s CEO and founder stood up for me with an engineer who doubted my ability. I learned that a particular engineer had approached the CEO to express concerns about me and question if I really knew what I was talking about. The CEO told that engineer that “no one knows more about the product than Kenzie,” including the CEO. The CEO’s actions reminded me that I had no reason to be intimidated and that I was the exact person to get the job done.
Later in my career, I met a leader who I greatly admired and was in a role I aspired to. I nervously approached her and asked if she would mentor me. I was both thrilled and terrified when she said yes. I researched how to craft a mentoring relationship, including what value I could bring to her as my mentor. She not only offered me her time, advice and guidance, she also brought my name up in conversations for roles and opportunities. Because of our mentoring relationship, she felt comfortable highlighting my skills and value to others in the company and became a sponsor, not just a mentor, for me.
Both examples were possibly small acts for these leaders, but they were significant in my professional journey. Now that I am a leader, I pride myself on paying it forward. I make it a priority to “send the elevator back down,” and the best place to start is with curiosity about my team and colleagues. I like to find out what someone loves to do, what they are good at and what their superpower is. Recognizing and celebrating what people are good at can be the boost of confidence they need to overcome any sense of imposter syndrome, much like the CEO from the startup did for me.
Taking it one step further, sponsoring an individual may be as easy as bringing up their name for a new role or opportunity — just like my sponsors did for me.
I encourage other leaders to:
- Share the spotlight.
- Pass praise along but own the criticism.
- Ask questions. Get curious. Point out other people’s superpowers to them.
- Share your knowledge and be a mentor AND a sponsor.
- And recognize the opportunities you’ve had in your career and try to pay it forward.
As for those who are struggling with imposter syndrome or looking for a mentor, I have some advice:
- Find yourself professional champions and lean on your cheerleaders.
- Remember that anyone can be a mentor, and friends can be vital to remind you how great you are.
- Use your skills and join a nonprofit board. It is a great way to polish your skills and network.
- Don’t be intimidated to ask someone you admire to hear their story. It might turn into a mentoring/sponsoring relationship.
- Do your homework and make sure you are clear about what you hope to get out of the relationship and what value you bring to your mentor.
Odds are the person you ask will say yes; and if they are the type of person who says no, they probably wouldn’t have been a good mentor to begin with.
