by Harold Hillman PhD
“Leadership is not complicated. For me, it starts
with being true to yourself and having the confidence to be who you are,
wherever you are. The real chalenge is to find yourself in the first place. ‘The
Impostor Syndrome’ speaks directly to everyone trying to find the defining line
between ‘the real me’ and ‘the me others expect me to be’ and it does so with
style, humour and plenty of sound advice.”
– Sir Henry van der Heyden, Chairman,
Auckland Airport
When Sir John Kirwan talked
openly and with integrity about depression he made himself vulnerable and
inspired others to follow his lead. By making himself human and setting an
example, Kirwan epitomised the qualities of authentic leadership and brought to
light a purpose and a cause that many rallied behind.
Leading
teams and individuals is challenging; becoming an authentic leader, even more
so. No wonder so many reach for the safety of the ‘impostor’s mask’ and adopt a
leadership style that fits with others’ perceptions of what a leader should be,
rather than expressing all those unique qualities that make them the leader
that they truly are.
Leadership expert and
clinical psychologist Harold Hillman (left) has been leading and coaching teams within
organisations for several decades, and knows an impostor when he sees one. He
has lived the impostor experience a few times, personally and professionally,
and knows what it feels like to live outside his comfort zone. Imagine being
one of only a handful of African-Americans among a predominantly white elite at
an Ivy League University or a middle manager who suddenly finds himself
stretched to capacity when promoted to a pivotal
executive role in a major corporate. Welcome to Harold Hillman’s world and that
of the impostor syndrome.
Impostor
Syndrome is a psychological phenomenon that can strike at any time, but one
which is particularly common amongst perfectionists and those on the
professional fast-track. Leaders of this type will invariably externalise their
success, feel out of their depth and fraudulent when stretched professionally;
wondering when someone will figure out that they’re just not up to the task.And
that’s when they will hit their ‘default’ button and reach for the ‘impostor’s
mask.’ Better to play it safe, minimise failure and look good rather than take
risks, be unafraid of failure and vulnerable.
About the author:
Harold Hillman was born in Washington D.C. and educated at Harvard University where he
graduated with a Master’s Degree in Education, and the University of
Pittsburgh, where he completed a PhD in Clinical Psychology. He assumed many
top level roles in the US, including Chief Aviation Psychologist, Myrtle Beach
Air Force Base (South Carolina); Director Amoco Management Learning Center, and
General Manager of Amoco Marketing University, Amoco Corporation (Chicago); and
Corporate Vice President & Chief Learning Officer, Prudential Financial
(New York).
Harold Hillman migrated to New Zealand in 2003 to join Fonterra,
helping them to realise their vision of becoming the global leader in the dairy
industry. He initially worked as the Interim Group HR Director on the Fonterra
Leadership Team and then in the role for which he was recruited, as Director of
Talent & Organisational Development. He launched Sigmoid in December 2006,
a company specialising in leadership development, executive coaching and talent
management. The Impostor Syndrome is
his first book.
The
Impostor Syndrome
Harold Hillman
RRP: $29.99 -
Publication: 6 December
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