“Fake it until you make it.” So the saying goes, and so goes so much management wisdom.
From some perspectives, this would seem like a viable strategy. Current insights into leadership development suggest that we act ourselves into new ways of thinking, and not the other way around. That we learn by doing. That means that when we start doing we are still learning, exploring and developing our skills.
At the same time, the very idea of “faking it until you make it” rubs a lot of people the wrong way. It suggests style over substance, where unqualified overconfidence masks unquestionable incompetence. Many disapprove of the very idea, and certainly look askance on those who hold profess that faking it in any way should be considered a virtue.
So how should we think about “faking it” as a personal growth strategy? Is it necessary and inevitable? Are there times when it is acceptable, and strategies to make it more so? Or is this something to be avoided at all costs?
In this webinar, Mark Mullaly explores the origins, expectations and implication of “faking it until you make it.” He explores where the idea came from, the competing tensions that exist and what the current research literature has to say. He weaves together case studies, illustrations, empirical insight and personal examples. And he does so confidently and competently. No faking involved. We promise.
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This webinar series is a de Jager & Co Limited (www.technobility.com) and Interthink Consulting (www.interthink.ca) production.
Join us on 27 February 2017: