![]() ![]() This approach suits the insecure, who often quietly agree that something is wrong with them. Shipping people off to a development workshop or to a coach to “work on” their insecurity does the same thing. While these descriptions do feel true to the experience of insecurity, they also frame it as a personal problem - a product of our history and ambitions, talents and sensitivities. But every time, the praise that follows achievement is quickly hollowed out by self-doubt. Hence insecurity becomes a driver for chronic efforts to prove oneself - I’m only as good as my last success. If they really knew me, they would not like me, the imposter’s story goes, but I will show them. Such beliefs make us cautious and resentful in relationships. These views cast insecurity as both a flaw and a drive, the result of a deeply rooted belief that one is a fraud, that one’s achievements are a product of circumstances rather than competence. Sometimes it’s linked with ambition and overwork - as in the case of people labeled insecure overachievers. Insecurity at work is commonly seen as a personal foible, associated with imposter syndrome. Just as people turn inward when they struggle with insecurity in the workplace, so do those who write about it. And we have come to realize that perhaps the ways we understand insecurity and try to deal with it might be part of the problem. Like them, we have felt confused and frustrated by insecurity from time to time we know what it’s like to want to grow stronger, to want to care less about others’ judgment of our work. In our work as teachers, consultants, and coaches, we have met hundreds of Raymonds and Sandras over the past two decades. No wonder we try so hard to get rid of it. If there is one enemy of authenticity and innovation, insecurity is it. It leaves us dissatisfied, undermines collaboration, and renders our teams less creative and efficient. ![]() Insecurity makes it difficult for us to make our voices heard, leaves us unable to dissent, and makes us tentative in our work relationships. Soon after, we turn inward, digging inside ourselves for a vein of confidence that remains elusive. But even then, the feeling of achievement is generally temporary. The constant concern about being judged.įeelings of insecurity leave us overdependent on external factors - admiration, praise, promotions. The second thoughts about our ideas, observations, and even about our feelings. The fear that we are not good enough, or simply not enough. The nagging worry that we are not quite as smart, informed, or competent as we ought to be, or as others might think. The answer is deceptively simple and widespread: insecurity at work. How could someone so talented get so lost, or lose it, in seemingly trivial discussions, for no obvious reason? Their bosses, colleagues, friends could tell too, but they were equally puzzled. They both had solid records and promising career prospects, and yet they felt that something was not working. ![]()
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