How to overcome imposter syndrome

Psychologists Pauline Rose Clance and Suzanne Imes first coined the term 'imposter syndrome' in the late 1970s and it’s a phrase that has become widely recognised in the context of many businesses.

Key characteristics include doubting one’s own ability, and believing one’s own achievements are a result of luck rather than skill or hard work. Imposter syndrome can be succinctly defined as ‘persistent feelings of inadequacy despite evidence of success or competence’.

The impact of imposter syndrome

It can have a significant negative impact on mental health and wellbeing. If you’re consistently striving to prove your worth, it can lead to additional stress and possibly burnout, which affect your mental strength and fortitude at work and elsewhere.

The self-doubt that comes as a symptom of imposter syndrome can also prevent you taking on new challenges or opportunities, which, in turn, can reduce job satisfaction, hinder personal development and prevent advancement.

Leadership and imposter syndrome

No one is immune from imposter syndrome, even successful leaders. In fact, feelings of self-doubt and inadequacy can be worse for high performing leaders, as they face greater pressure to deliver and maintain high standards. Coaching can provide them with a safe space to acknowledge and address imposter syndrome feelings and develop strategies that will help them become more effective leaders.

Many people facing imposter syndrome fall into a trap of believing they are the only ones feeling this way, but this is not the case! It may surprise you to learn that even successful business leaders and other famed individuals have suffered from it:

Howard Schultz, entrepreneur and former CEO of Starbucks

“Very few people, whether you’ve been in that job before or not, get into the seat and believe today that they are now qualified to be the CEO. They’re not going to tell you that, but it’s true.”

Albert Einstein, Nobel Prize winner and theoretical physicist

“The exaggerated esteem in which my lifework is held makes me very ill at ease. I feel compelled to think of myself as an involuntary swindler.”

Michelle Obama, attorney and best-selling author

“I still have a little impostor syndrome… It doesn’t go away, that feeling that you shouldn’t take me that seriously. What do I know? I share that with you because we all have doubts in our abilities, about our power and what that power is.”

Effect of imposter syndrome on company culture

Company culture plays a crucial role in shaping individual experiences and perceptions around imposter syndrome. Cultures that foster unrealistic expectations and make comparisons among employees can exacerbate feelings of self-doubt and inadequacy, preventing individuals from seeking support.

A culture that values feedback, transparency and personal development is a supportive environment where individuals feel empowered to bring their whole selves to work. Providing access to mentoring  or coaching programmes can also give individuals the opportunity to develop the tools they need to achieve greater success.

By raising awareness, providing support and fostering  positive organisational culture, workplaces can create environments where individuals can overcome imposter syndrome and recognise that they are not alone in their feelings of doubt or insecurity.