
How to make your ‘imposter’ monster a trusted friend
Most of us have an inner demon that says, “You’re not good enough”. And, in an era when leaders are expected to question themselves and their decisions, imposter syndrome could be on...
by Julia Binder, Michael D. Watkins Published 12 February 2024 in Brain Circuits • 4 min read
Given one hour to solve a problem, Albert Einstein famously said he’d “spend 55 minutes thinking about the problem and five minutes thinking about the solution.”
In those windup minutes, think about framing. Consider the long view and the details from various perspectives. Take steps to ensure that you don’t jump to conclusions before you fully grasp the nature of the problem.
This philosophy underpins our E5 framework which provides a structured approach for engaging with complex problems before leaping to solutions. Here’s a glimpse at the five phases that make up our framework:
Before brainstorming, try frame-storming. That’s where you gather a diverse team – with outsiders, if possible – to help identify all aspects of a problem.
Look at root causes. Consider the iceberg model which looks at layers beneath the surface – including underlying behavioral patterns, systematic structures, and mental models that may be pushing issues into view.
Consider key stakeholders’ perspectives with empathy maps that can help illuminate what people are saying, thinking, feeling, and doing.
Put the problem in its broader context by considering four distinct frames: (1) political issues, including power dynamics, (2) interpersonal issues and relationships, (3) structural issues, such as alignment and coordination of activities, and (4) symbolic issues that touch on group identity and culture.
Reverse-engineer your path to success by creating a roadmap to work back from the desired outcome. First, think about long-term milestones and then some more immediate actions to get you there.
Professor of Sustainable innovation and Business Transformation at IMD
Julia Binder, Professor of Sustainable Innovation and Business Transformation, is a renowned thought leader recognized on the 2022 Thinkers50 Radar list for her work at the intersection of sustainability and innovation. As Director of IMD’s Center for Sustainable and Inclusive Business, Binder is dedicated to leveraging IMD’s diverse expertise on sustainability topics to guide business leaders in discovering innovative solutions to contemporary challenges. At IMD, Binder serves as Program Director for Creating Value in the Circular Economy and teaches in key open programs including the Advanced Management Program (AMP), Transition to Business Leadership (TBL), TransformTech (TT), and Leading Sustainable Business Transformation (LSBT). She is involved in the school’s EMBA and MBA programs, and contributes to IMD’s custom programs, crafting transformative learning journeys for clients globally.
Professor of Leadership and Organizational Change at IMD
Michael D Watkins is Professor of Leadership and Organizational Change at IMD, and author of The First 90 Days, Master Your Next Move, Predictable Surprises, and 12 other books on leadership and negotiation. His book, The Six Disciplines of Strategic Thinking, explores how executives can learn to think strategically and lead their organizations into the future. A Thinkers 50-ranked management influencer and recognized expert in his field, his work features in HBR Guides and HBR’s 10 Must Reads on leadership, teams, strategic initiatives, and new managers. Over the past 20 years, he has used his First 90 Days® methodology to help leaders make successful transitions, both in his teaching at IMD, INSEAD, and Harvard Business School, where he gained his PhD in decision sciences, as well as through his private consultancy practice Genesis Advisers. At IMD, he directs the First 90 Days open program for leaders taking on challenging new roles and co-directs the Transition to Business Leadership (TBL) executive program for future enterprise leaders, as well as the Program for Executive Development.
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