Don’t ‘Fake It ‘til You Make It’ —Speak Boldly About What You Know

You’re in your first year on the job as a new analyst, accountant, lawyer, consultant, engineer, or salesperson. You’ve been drinking from a fire hose for months, trying to understand the parameters of the job, the politics of the organization, the preferences of the various leaders to whom you report, and the ever-changing passcode to access Wi-Fi. You suffer from Imposter Syndrome, thinking that any moment, someone will realize you don’t know what you are doing. Relax. You can let go of Imposture Syndrome. Everyone already knows you don’t know what you are doing. That’s the nature of your role when you are new to the job, and it’s OK. It’s not just OK, it’s the natural course of things.

When we are new on the job, we always think we need to “fake it ‘til we make it.” I’ll offer you a different paradigm. Instead of trying to “fake it,” just be genuine. The goal isn’t to fake confidence; it’s to speak with genuine confidence about that which we can. Every time we get that email from someone more senior asking for an update, we feel every part of our body clench, thinking, “Oh dear God, what am I going to say?” Instead of panicking, confirm for yourself the elements of the request of which you are 100% certain.

You know what you were asked to do.

You know what steps you took.

You know where you are in the project right now.

You know what you think the next step should be, even if it’s just an educated guess.

You can speak with absolute confidence about all those elements. If you’re still feeling a bit shaky, ask yourself a few questions.

First, do you think you’re smart? Most people I’ve asked that question response hesitantly, “Well…sort of…I guess.” We somehow feel it’s arrogant to admit our own intelligence. In fact, it’s a trick question. You don’t think you’re smart. You know you’re smart. You didn’t get where you are by being naïve or through luck. You studied hard and know your stuff, limited though it may be at this point in your career. Never doubt your innate intelligence.

Second, do you think you work hard? Most people I work with don’t hesitate for a moment to acknowledge that they have put in the hours to learn their craft, again, even in its nascent form.

So, you know you’re smart and you know you work hard.

Third, can you follow directions? If the answer is, “Yes,” you’ve hit the trifecta. You’re smart. You work hard, and you know what you were asked to do. Rarely does a manager ask us to do something without giving us the resources and the direction to accomplish it. If you fail, the manager fails, and there’s nothing it for her or him if they fail. So even if you are tackling a task for the first time, you are expected to ask for guidance.

Put all those things you know of yourself into play based on the task you have been assigned.

1. Can you articulate clearly what you were asked to do? If you weren’t sure, you would have asked for direction while you were working on the task.

2. Can you articulate what you did? Hopefully, you didn’t meander through the assignment. When you’re learning a new task, it behooves you to do so thoughtfully and with intention. Think about the story from Greek mythology about Theseus walking through the labyrinth looking for the Minotaur, unraveling a ball of yarn behind him so he could retrace his steps. Be that intentional as you learn a new skill. Internalize the process so that you can replicate it the next thousand times you’ll be called upon to do it. Build your muscle memory.

3. Can you clearly state your current position? If you have perspective on the overall path, you can tell your manager where you have left off, why, and what’s left.

You have full command of all those elements. You don’t need to fake anything. You’re no imposter now. You’ve got this.

The last step takes some guts, but you’ve got that, too. You didn’t get hired for this role because you know how to do it. You got hired because the manager thinks you’ve got the ability to learn it. You got hired for being willing to think. That’s what your manager is judging when you share your ideas.

4. After you’ve shared where you are in your process, take a shot at what you think comes next. Even if you don’t nail it, your manager will respect you for weighing in the issue. Remember, your manager knows you are learning the process. They don’t expect you to get everything right the first time. But they expect you to try.

As part of this last step, convey to your manager on this project that you also know the limits of your experience. After you share, “I think we should do X,” add a line that lets the person know you’re seeking their guidance because of your limited experience. Try:

“…but I’d welcome your guidance.”

“…but I’d appreciate your direction.”

“…but I’d love your suggestions.”

Those phrases are how you communicate some humility to a more senior person. In essence, you’re saying, “I’m willing to stick my neck out and take a guess as to next steps, but I also know the limits of my experience and could use your wisdom.”

I’m not suggesting that you strut into your next meeting with a, “Listen up, everybody,” tone. That would be out of line. But you should be confident going in with an approach that says, “I know what I know, and I’m glad to share that with confidence.”

There’s no need to fake anything. You’ve genuinely got this.

Originally published on Forbes.com.