Tag: Personal Growth

Impostors, Competence, and the HR Hall of Mirrors

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I was a professional musician in the 1980s. I played guitar, but this was always a sideline to my real work as a recording engineer and producer. Competence, not virtuosity, was the coin of the realm in the studio, and I was competent. Still, I spent much of my time surrounded by musicians who left me slack-jawed: people who could sight-read Bach at breakfast and bash out Van Halen riffs after lunch without missing a beat. Next to them, I was, charitably, merely competent.

That’s the thing about competence: it doesn’t make you the star, but it keeps the machine running. I knew I wasn’t the flash guitarist or the prodigy bassist, but I could play my parts cleanly and hold a band together. When later groups already had lead guitarists, I played bass. Was I a bassist? No. But I was competent enough to lock in with the drummer and serve the ensemble. Nobody mistook me for a virtuoso, least of all me. I wasn’t an impostor; I was a cog in the machine, good enough to keep the show on the road. That was my ego attachment: not “musician” as identity, but member of a band.

The Hallucination of “Impostor Syndrome”

Much ink is spilt on impostor syndrome, that anxious whisper that one is a fraud who doesn’t belong. The polite story is that it’s just nerves: you are competent, you do belong, you’re simply holding yourself against impossible standards. Nonsense. The truth is darker. Most people are impostors.

The nervous tension is not a malfunction of self-esteem; it’s a moment of clarity. A faint recognition that you’ve been miscast in a role you can’t quite play, but are forced to mime anyway. The Peter Principle doesn’t kick in at some distant managerial plateau; it’s the basic law of organisational gravity. People rise past their competence almost immediately, buoyed not by skill but by connections, bluff, and HR’s obsession with “fit.”

The Consultant’s View from the Cheap Seats

As a Management Consultant™, I met countless “leaders” whose only discernible talent was staying afloat whilst already over their heads. Organisations, too blind or too immature to notice, rewarded them with raises and promotions anyway. Somebody’s got to get them, after all. HR dutifully signed the paperwork, called it “talent management,” and congratulated itself on another triumph of culture-fit over competence.

In music, incompetence is self-correcting: audiences walk out, bands dissolve, the market punishes mediocrity. In corporate life, incompetence metastasises. Bluffers thrive. Mediocrity is embalmed, padded with stock options, and paraded on stage at leadership summits.

Good Enough vs. Bluff Enough

Competence, though, is underrated. You don’t need to be the best guitarist or the savviest CEO. You need to be good enough for the role you’re actually playing, and honest enough not to mistake the role for your identity. In bands, that worked fine. In business and politics, it’s subversive. The whole edifice depends on people pretending to be more than they are, rehearsing confidence in lieu of competence.

No wonder impostor syndrome is rampant. It’s not a pathology; it’s the ghost of truth in a system of lies.

The antidote isn’t TED-talk therapy or self-affirmation mantras. It’s honesty: admit the limits of your competence, stop mistaking ego for ability, and refuse to play HR’s charade. Competence is enough. The rest is noise.

Embracing Your Anti-Self

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Lessons from Keats on the Art of Self-Creation

I don’t believe in the notions of ‘self’ or identities, but it makes for a nice thought experiment.

Imagine, just for a moment, that somewhere on this planet, there is someone who is your opposite in every conceivable way. They live as you do not. If you are kind, they are cruel. If you revel in the thrill of running through a rainstorm, they are the kind who sit comfortably by the fire, dreading the mere thought of a brisk step outdoors. If you drink to toast life’s joys, they abstain, unwilling to let a drop pass their lips. They are your anti-self—an inversion of who you are, lacking everything that you have and yet possessing everything that you do not.

To truly grow, we must encounter the other

As strange as it seems, this image is more than idle speculation. According to the Romantic poet John Keats, holding such an image of your anti-self is an essential part of the process of creating your own identity. The elusive art of true self-creation lies, paradoxically, in our capacity to hold in our minds those lives and feelings that are utterly different from our own. To truly grow, we must encounter the other—whether that other is someone we know or a shadowy, imagined version of who we could have been if only we’d chosen differently. This exercise is more than an intellectual indulgence; it is at the core of what Keats called ‘soul-making.’

Keats believed in the concept of the ‘chameleon poet’—the idea that writers, and indeed all human beings, must cultivate the ability to lose themselves in the perspectives of others. It is not enough to gaze upon the world through the singular lens of our own experience; to truly create, we must dissolve our egos and embrace a kaleidoscope of possibilities. A woman might explore the life of a soldier, writing deeply about a battle she’s never fought. A contented parent might dare to delve into the unimaginable grief of losing a child. Fiction writers, poets, artists—they all do this: they shed their own skin, assume another’s, and, in doing so, broaden the horizons of their own soul.

But Keats’ lesson here isn’t limited to the domain of poets and storytellers; it’s a practice that should extend to all of us. In what he evocatively called ‘the vale of soul-making,’ Keats posited that life offers each of us the raw materials to forge a soul, but we must engage imaginatively with all the lives we might lead, all the people we could be. We must dare to envision every possible road before us, not as a commitment but as an act of creation—enriching ourselves with the essence of each path before deciding which one we wish to tread.

We must set ablaze all our imagined lives just to make room for the one we decide to live.

And therein lies the heartbreak of it all. When we choose one possible life, we necessarily burn the others. In the very act of committing, we close other doors. We must set ablaze all our imagined lives just to make room for the one we decide to live. This thought is thrilling but also terrifying. Unlike a poet, who can glide into and out of fictional worlds, we must choose where we stand and stay there. We are not chameleons. We cannot flit endlessly between possibilities. We cannot write a library of books. We must write the one, and we must write it well.

Keats understood that the art of imagining one’s anti-self wasn’t about living vicariously forever in a land of could-have-beens. The exercise is in acknowledging these spectres of other lives, learning from them, and then committing, knowing full well what is lost in the process. Self-creation means being both the builder of one’s house and the one who tears down all the others, brick by potential brick. It means knowing who you could have been and yet, resolutely stepping into who you choose to be.

Embrace the anti-self

In a world obsessed with keeping every option open, Keats offers us the wisdom of finality. Burn off your possible lives and focus on writing the best version of the one that remains. Embrace the anti-self, learn from it, and commit once you have glimpsed all the possible worlds you might inhabit.

That is the paradoxical art of soul-making—of becoming whole while knowing you could have been anyone else. The beauty lies in the commitment, not in the drifting dream of endless potentiality. There is a deep satisfaction in choosing, in writing your own story, in saying, ‘This is who I am,’ even though you could have been another. And for that, we have John Keats to thank, the poet who understood that our anti-selves are not merely an idle game of imagination but the fuel for becoming fully human—the forge in which the soul is made.

Blinded by Bias: The Irony of Greed and Self-Perception

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Greed is a vice we readily recognise in others but often overlook in ourselves. This selective perception was strikingly evident during a recent conversation I had with a man who was quick to condemn another’s greed while remaining oblivious to his own similar tendencies. I told him about the escalating greed of certain companies who profit greatly from selling their printer inks and toner brands. I’ll spare you this history. This encounter underscores the powerful influence of fundamental attribution bias on our judgments and self-awareness.

Exploring Greed

Greed can be defined as an intense and selfish desire for something, especially wealth, power, or food. Psychologically, it is considered a natural human impulse that, when unchecked, can lead to unethical behaviour and strained relationships. Societally, greed is often condemned, yet it persists across cultures and histories.

We tend to label others as greedy when their actions negatively impact us or violate social norms. However, when we aggressively pursue our interests, we might frame it as ambition or resourcefulness. This dichotomy reveals a discrepancy in how we perceive greed in ourselves versus others.

Understanding Fundamental Attribution Bias

Fundamental attribution bias, or fundamental attribution error, is the tendency to attribute others’ actions to their character while attributing our own actions to external circumstances. This cognitive bias allows us to excuse our behaviour while holding others fully accountable for theirs.

For example, if someone cuts us off in traffic, we might think they’re reckless or inconsiderate. But if we cut someone off, we might justify it by claiming we were late or didn’t see them. This bias preserves our self-image but distorts our understanding of others.

The Conversation

Our conversation was centred on an HP printer that has shown a ‘low ink – please replace’ message since the cartridge was first installed. I recounted the history of the ink and toner industry. HP had a monopoly on ink for their products, a situation that earned them substantial marginal profits. Upstarts entered the marketplace. This started an escalating arms war. HP spent R&D dollars trying to defend their profit margins with nil benefit to the consumers of their product. In fact, it kept costs artificially higher. Competitors who wanted a slice of those fat margins found ways around these interventions. Eventually, HP installed chips on their toner cartridges. Unfortunately, they have a bug – or is it a feature? If you install a cartridge and remove it, it assumes you’re up to something shady, so it spawns this false alert. Some people believe this out of hand, so HP benefits twice.

If this bloke had worked for HP and had been responsible for revenue acquisition and protection, he would have swooned over the opportunity. Have no doubt. At arm’s length, he recognised this as sleazy, unethical business practices.

This conversation revealed how easily we can fall into the trap of judging others without reflecting on our own behaviour. His indignation seemed justified to him, yet he remained unaware of how his actions mirrored those he criticised.

Biblical Reference and Moral Implications

This situation brings to mind the biblical passage from Matthew 7:3-5:

“Why do you look at the speck of sawdust in your brother’s eye and pay no attention to the plank in your own eye? … You hypocrite, first take the plank out of your own eye, and then you will see clearly to remove the speck from your brother’s eye.”

The verse poignantly captures the human tendency to overlook our flaws while magnifying those of others. It calls for introspection and humility, urging us to address our shortcomings before passing judgment.

The Asymmetry of Self-Perception

Several psychological factors contribute to this asymmetry:

  • Self-Serving Bias: We attribute our successes to internal factors and our failures to external ones.
  • Cognitive Dissonance: Conflicting beliefs about ourselves and our actions create discomfort, leading us to rationalize or ignore discrepancies.
  • Social Comparison: We often compare ourselves favourably against others to boost self-esteem.

This skewed self-perception can hinder personal growth and damage relationships, as it prevents honest self-assessment and accountability.

Overcoming the Bias

Awareness is the first step toward mitigating fundamental attribution bias. Here are some strategies:

  1. Mindful Reflection: Regularly assess your actions and motivations. Ask yourself if you’re holding others to a standard you’re not meeting. Riffing from ancient moral dictates, just ask yourself if this is how you would want to be treated. Adopt Kant’s moral imperative framework.
  2. Seek Feedback: Encourage honest input from trusted friends or colleagues about your behaviour.
  3. Empathy Development: Practice seeing situations from others’ perspectives to understand their actions more fully.
  4. Challenge Assumptions: Before making judgments, consider external factors that might influence someone’s behaviour.

By actively recognising and adjusting for our biases, we can develop more balanced perceptions of ourselves and others.

Conclusion

The irony of condemning in others what we excuse in ourselves is a common human pitfall rooted in fundamental attribution bias. The adage, ‘Know thyself’ might come into view here. We can overcome these biases by striving for self-awareness and empathy, leading to more authentic relationships and personal integrity.