Teaching Notes
Case: Managing Imposter Syndrome
Leader: Florent “Flo” Groberg
Topic: Taking Charge
Reference: Medal of Honor Leadership Series
Case Challenge
As a new officer in the Army Groberg given command of his first combat unit of 24 direct reports, yet doubts himself and must learn how to lead while establishing himself as credible and trustworthy with his new team.
Summary
Taking on a new role with limited experience brings doubt and uncertainty. Groberg must lead his first platoon of 24 men in very risky circumstances even though he has never been in combat and is leading others who have much more combat experience. Groberg seeks advice from a mentor and then confides in his first sergeant. Flo commits to spending seven days learning the job as an observer but immediately briefs the platoon about his intent in full transparency so that as soon as he is fully trained, he will have the respect of his team.
Context
Groberg’s first leadership job was in a very intense combat zone in Afghanistan where he was committed to mission success. Flo Groberg is a Medal of Honor recipient, having received this prestigious award for his acts of valor in Afghanistan. The Congressional Medal of Honor is the United States Armed Forces' highest military decoration and is awarded to recognize American soldiers, sailors, marines, airmen, guardians and coast guardsmen who have distinguished themselves by acts of valor.
Case Design
These leadership cases are designed to be discussed in a group so that divergent viewpoints can be debated. This enables participants to broaden their perspectives and gain insights into the values and instincts that drive decision- making. Each video pauses to allow for discussion at key points in the leader’s presentation.
Keep in Mind
The cases do not always provide the correct or ideal solution. Rather, they present one person’s experiences and judgment based on the circumstances faced at the time. Some critical facts may also have been unintentionally omitted.
Facilitation Tips
To help create a trusting, open atmosphere:
- Establish ground rules for the discussion, such as setting up a safe space.
- Feedback should not be personal but directed at behavior.
- Encourage participants to state and defend his or her opinion.
- Refocus participants by raising broad questions and themes.
- Reassure your group that leadership is an art that can be learned through practice, feedback, and experience.
- In closing, provide a theoretical context for the discussion and takeaway lessons.
Video Segment 1
Background and Challenge: Groberg is given command but doubts his ability to lead when he has no combat experience and must navigate through the uncertainty.
Discussion Questions:
Ask these questions to the class at large or to particular students. Encourage everybody to participate by seeking a variety of different opinions.
- Groberg says he is “petrified” and feels like a “fraud” when is given his first leadership role; what are ways to recognize and manage “Imposter Syndrome”?
- How can you manage fear that comes with important leadership roles?
- How should he manage the conversation with his most senior partner within the organization while asking for support?
Role Play (Optional):
Assume you are taking on a new leadership role and must ask support from the most senior person in your organization.
Video Segment 2
Decision: Groberg confides in his “number two” Sergeant First Class Cory Staley and is very transparent. The sergeant tells him he will help him learn, but asks Groberg to stay silent and not make any decisions of his own for seven days. Groberg agrees yet insists he should tell his platoon about the plan.
Discussion Questions:
Ask these questions to the class at large or to particular students. Encourage everybody to participate by seeking a variety of different opinions.
- Do you agree with Groberg’s complete transparency when he introduces himself and puts “his pride, ego and rank to the side” while asking for mentorship and guidance? Why or why not?
- What about the learning best prepared Groberg best to lead his platoon successfully: learning about his people but not getting too close to them personally; studying the reports and history of the battle reports and villages; observing how they operate in battle; and/or talking to the boss about his plan?
- What does Groberg risk by taking seven days of a silent learning period when he first takes command?
- What are the benefits and risks of sharing his leadership development plan with his platoon?
Oral or Written Presentation (Optional):
Introduce yourself for the first time to your organization that is meeting you on your first day. Consider how much you share about your background, experience, expectations, and vision. What do you hope to inspire in your people with your presentation and the information you share? Do you engage and inspire them with humor, the mission, the opportunities, or the shortfalls?
Video Segment 3
Results: Groberg led his team to perform well through 250 different engagements and everybody came home safely from combat.
Lessons Learned:
- It is important to be vulnerable as a leader.
- Doing the right thing and not being afraid to do the right thing is essential as a leader, even when it is difficult to do so.
- As a leader it is critical to learn about the people you lead, make sure you understand their value to the team, and that they understand your value back.
- Treat everybody with the same amount of respect that you would want them to give you.
- Make people feel like they are the most important person on the team.
Lessons Learned Discussion Questions:
Ask these questions to the class at large or to individual students. Encourage everybody to participate by seeking a variety of different opinions?
- Do you agree with the lessons learned? (Note: An instructor will need to mention the above lessons learned.)
- Are any of these lessons more important than others for leading in a high-pressure situation?
- What lessons were most important to you in your first leadership role?
Considerations
The lessons shared by this leader are based on his own experiences. These lessons are not necessarily substantiated by academic research but are shared to spark consideration and insight.
Video Segment 1: Background and Challenge
Background and Challenge: Groberg is given command but doubts his ability to lead when he has no combat experience and must navigate through the uncertainty.
Discussion Questions:
Ask these questions to the class at large or to particular students. Encourage everybody to participate by seeking a variety of different opinions.
- Groberg says he is “petrified” and feels like a “fraud” when is given his first leadership role; what are ways to recognize and manage “Imposter Syndrome”?
- How can you manage fear that comes with important leadership roles?
- How should he manage the conversation with his most senior partner within the organization while asking for support?
Role Play (Optional):
Assume you are taking on a new leadership role and must ask support from the most senior person in your organization.
Video Segment 2: Decision
Decision: Groberg confides in his “number two” Sergeant First Class Cory Staley and is very transparent. The sergeant tells him he will help him learn, but asks Groberg to stay silent and not make any decisions of his own for seven days. Groberg agrees yet insists he should tell his platoon about the plan.
Discussion Questions:
Ask these questions to the class at large or to particular students. Encourage everybody to participate by seeking a variety of different opinions.
- Do you agree with Groberg’s complete transparency when he introduces himself and puts “his pride, ego and rank to the side” while asking for mentorship and guidance? Why or why not?
- What about the learning best prepared Groberg best to lead his platoon successfully: learning about his people but not getting too close to them personally; studying the reports and history of the battle reports and villages; observing how they operate in battle; and/or talking to the boss about his plan?
- What does Groberg risk by taking seven days of a silent learning period when he first takes command?
- What are the benefits and risks of sharing his leadership development plan with his platoon?
Oral or Written Presentation (Optional):
Introduce yourself for the first time to your organization that is meeting you on your first day. Consider how much you share about your background, experience, expectations, and vision. What do you hope to inspire in your people with your presentation and the information you share? Do you engage and inspire them with humor, the mission, the opportunities, or the shortfalls?
Video Segment 3: Results and Lessons Learned
Results: Groberg led his team to perform well through 250 different engagements and everybody came home safely from combat.
Lessons Learned:
- It is important to be vulnerable as a leader.
- Doing the right thing and not being afraid to do the right thing is essential as a leader, even when it is difficult to do so.
- As a leader it is critical to learn about the people you lead, make sure you understand their value to the team, and that they understand your value back.
- Treat everybody with the same amount of respect that you would want them to give you.
- Make people feel like they are the most important person on the team.
Lessons Learned Discussion Questions:
Ask these questions to the class at large or to individual students. Encourage everybody to participate by seeking a variety of different opinions?
- Do you agree with the lessons learned? (Note: An instructor will need to mention the above lessons learned.)
- Are any of these lessons more important than others for leading in a high-pressure situation?
- What lessons were most important to you in your first leadership role?
Considerations
The lessons shared by this leader are based on his own experiences. These lessons are not necessarily substantiated by academic research but are shared to spark consideration and insight.