Sean Silverstone suggests that some managers see themselves as executive imposters, (also known as imposter phenomenon, imposterism and “neurotic imposture, according to Gill Corkindale ) .

Do you feel as if you are pulling the wool over the eyes of your workmates, hiding your incompetence? You are not alone. There is even a name for it: Imposter Syndrome.

Typically, they are managers on fast-track careers in their late 30s or early 40s who have been promoted to a new role in which their experience is being tested to the limits.

Silverstone describes "truly competent people" who do not think of themselves as such. Those who have "a kind of executive inferiority complex."

He distinguishes competents from those who have risen to the top of their incompetence as defined by former special ed teacher Lawrence Peter in the Peter Principle.

Hmm. Now a label for it. I've often thought that some supervisors and managers act as imposters, but hadn't put a label on them.

His label of Imposter Syndrome offers a disquiting thought: how might the concept apply to schooling executives and other schoolers? I don't want to go there now, but maybe someone else will use the Imposter Syndrome and the Peter Principle to make thoughtful contributions to the Contrarian Institute of Educators.

Check out Gill's follow-up post about overcoming imposter syndrome. She first sets out definitions and symptoms. It's useful nominal level thinking for someone to systematize an empirical index to assess and change behavior related to such inadequacy.

I wonder how these concepts might help explain some educator contributions and restraints to student learning efficiencies? Please let me know what you think, and if you decide to explore such questions, of course in the spirit of comity.

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