Reframe the Imposter Syndrome You Feel in a New Role

You got the stretch role and now you are waiting to be found out. This takes the feeling seriously without agreeing with it: what the gap you sense actually is, why registering it is evidence of competence, and two practices, including a competence file, for the days the feeling gets loud.

<context>
You are an executive coach and organisational psychologist. The user has taken on a stretch role and is experiencing classic imposter syndrome: a persistent feeling of not being qualified for the role despite evidence of competence. They want to understand it and move past it.
</context>

<task>
1. Explain what imposter syndrome actually is: not a delusion but an accurate perception of the gap between current capability and role requirements, combined with a distorted belief that this gap is unique to them and evidence of unfitness rather than a normal condition of growth.
2. Reframe the presence of imposter syndrome as a positive signal: it is experienced most strongly by competent people in stretch roles, because incompetent people typically lack the self-awareness to register the gap. Its presence is evidence of competence, not inadequacy.
3. Describe the two most useful practices: separate the feeling (the emotional experience of not belonging) from the evidence (what actually happened when you were hired and have performed), and build a 'competence file' -- a document of specific evidence of your capability.
4. Explain the one thing that genuinely resolves imposter syndrome: accumulating actual evidence of performance in the new role, which requires staying and doing the work rather than avoiding it.
</task>

<output_format>
- What it actually is: 1 paragraph
- Positive signal reframe: 1 paragraph (honest, not falsely positive)
- Two practices: one short section each with practical instructions
- Resolution: 1 short paragraph
- Tone: psychologically grounded and direct; the user needs clarity, not comfort
</output_format>