While success is typically measured by awards and accomplishments, those that seem most deserving of such accolades face a silent struggle. This psychological phenomenon, known as Imposter Syndrome, affects an astounding number of professionals, including 71% of U.S. CEOs as revealed by a Korn Ferry survey. Despite all evidence to the contrary, these individuals grapple with a persistent fear of being exposed as frauds, unworthy of their reputation. Imposter Syndrome does not discriminate; it permeates through all levels of an organization, affecting those you might least expect. This blog goes to the heart of Imposter Syndrome, exploring its triggers and manifestations, while providing actionable insights on how individuals can disaffirm this mindset and how organizations can foster an environment that protects team members from negative self-talk.
Next, we will address various presentations of imposter syndrome and the unique ways each type affects self-perception and professional conduct.
1. The Perfectionist
Perfectionists set excessively high goals for themselves, and when they fail to meet them, they experience shame and worry about measuring up. Whether it’s a small task or a major project, the need for perfection can significantly hinder their productivity and satisfaction. This can also show up as micromanaging or being controlling when working with team members.
2. The Superwoman/man
These individuals feel compelled to push themselves to work as hard as possible, not necessarily to prove their worth but to cover up their insecurities. They can even become addicted to approval, prioritizing external validation over the work itself. Overworking becomes their norm, often at the expense of their own mental and physical health as well as personal and professional relationships, eventually leading to burnout.
3. The Natural Genius
Natural Geniuses are used to excelling without much effort. When they are not able to do something quickly or fluently, their confidence shatters, leading them to feel like frauds, even if they are highly competent. They tend to avoid challenges and trying new things, and their internal metrics of success are impossible to meet. Setbacks are met with shame instead of being viewed as a learning experience.
4. The Soloist
Soloists prefer to work alone and view asking for help as a weakness, which reinforces their imposter fears. This can lead to isolation and prevent them from reaching their full potential due to a lack of collaboration. They believe that if they refuse assistance, they can prove their worth.
5. The Expert
Experts need to know every piece of information before they start a project, and they continuously hunt for new certifications or training to improve their skills. They fear being exposed as inexperienced or unknowledgeable, even if they have been in their role for a substantial amount of time. This can lead to procrastination, as they try to learn as much as possible before beginning a task, or avoiding new opportunities altogether.
Now that we have seen the similarities and differences in how Imposter Syndrome can manifest, let’s now explore the triggers that can initiate these intense feelings.
Triggers of Imposter Syndrome
When looking at the root of Imposter Syndrome, it is often caused by specific environmental and psychological factors that stem from either personal experiences and/or workplace culture. Once the foundation is set, any of the triggers below can exacerbate doubts and worries about belonging.
High Expectations and Achievement-Oriented Environments:
In high-powered careers, the relentless pressure to perform can lead to Imposter Syndrome. This is particularly prevalent in environments with a constant demand for excellence and innovation. For instance, a study by Harvard Business Review highlighted that high achievers often feel they can never do enough to truly deserve their roles or accolades, leading to persistent self-doubt.
Strategies: Set realistic goals and celebrate small achievements. Breaking down larger tasks into manageable parts can help mitigate overwhelming expectations. It’s also beneficial to engage in regular self-reflection sessions to assess capabilities objectively and set individual, measurable benchmarks.
Systemic Bias and Lack of Representation:
Underrepresented groups often face additional pressures in professional settings, which can intensify Imposter Syndrome. This might include gender, racial, or socioeconomic biases that make individuals feel as though they do not belong or have not earned their place. Data from McKinsey’s ‘Women in the Workplace’ report reflects that women, especially women of color, are more likely to feel like a failure or that they are falling short due to lack of representation and systemic biases.
Strategies: Seek communities and networks that reinforce positive identity affirmation and provide a supportive backdrop where achievements and struggles can be shared and validated. Mentoring programs within these communities can also offer guidance and reassurance. Also, providing honest and candid feedback when presented with surveys or other feedback mechanisms regarding bias or diversity, equity, and inclusion (DEI) may be the only way for an organization to recognize a need for change.
Perfectionism and Fear of Failure:
Many who suffer from Imposter Syndrome are also perfectionists. They fear that any mistake will reveal their perceived incompetence. This fear can be paralyzing and can prevent talented individuals from taking risks or embracing challenges that could lead to personal and professional growth. It can also lead to workplace conflict as some perfectionists will make excuses and blame others when things go wrong.
Strategies: Practice self-compassion and understand that mistakes are part of the learning process. Viewing challenges as opportunities to learn rather than tests to pass, also known as a growth mindset, can alleviate some of the pressures of perfectionism. Rather than shy away from difficult tasks, chart the effort behind the work and take note of how more effort leads to more progress.
Transitions and New Roles:
Starting a new job or taking on a new role is a delicate time for people with Imposter Syndrome. The uncertainty and learning curve associated with new responsibilities can make even the most competent individuals distrust their abilities.
Strategies: Proactively seek out orientation resources and training. Don’t hesitate to ask questions or request feedback to clarify expectations and your role. Setting incremental learning goals can also help manage the anxiety of new responsibilities.
Comparison to Others:
Social comparisons, whether in real life or on professional networking platforms like LinkedIn, can fuel feelings of inadequacy. Seeing peers thriving or earning accolades can make individuals question their own achievements and worth.
Strategies: Limit exposure to social media and focus on your own journey. Recognize that everyone’s path is unique, and external appearances do not always match reality. Remember, what someone puts on social media is the facade they want to display to the world, not real life. Keep a journal of personal progress and return to it to maintain perspective on achievements and growth.
While individuals absolutely should learn independent skills to cope with Imposter Syndrome, there is also a role for organizations and employers to play. In this next section, we will investigate effective strategies that can help employees improve their self-confidence.
Actionable Insights and Strategies for Organizations
As organizations recognize the prevalence and impact of Imposter Syndrome, leading firms have developed effective strategies to support their employees and foster an environment that interrupts this internal perception of fraudulence. Here’s some practical steps to address it:
1. Promoting a Culture of Openness and Inclusivity
Employees should feel safe to express their insecurities without fear of judgment. Companies like Google have implemented programs that encourage discussions about failures and challenges as part of the learning process. These initiatives help to normalize the feelings of incompetence that comes with Imposter Syndrome and reinforce the idea that growth often comes from overcoming obstacles. Regular check-ins, encouraging employees to ask for help, and open lines of communication go a long way in aiding employees to feel confident and capable.
2. Addressing Diversity and Bias
A supportive environment that can reduce negative self-talk starts by understanding the barriers and biases faced by women and people of color in the workplace. Data is key; ask for honest feedback from employees to evaluate their perception of the workplace and compare that to hiring, promotion, and performance evaluation metrics. Incorporate anti-bias training for all employees, and revise policies and practices to be more inclusive.
3. Structured Mentorship Programs
Structured mentorship programs can provide employees with guidance and support from more experienced colleagues who can share their experiences overcoming similar struggles. By pairing employees with mentors, organizations have noticed a significant reduction in Imposter Syndrome symptoms among their staff, as mentors help to validate the feelings and experiences of their mentees.
4. Onboarding and Training
Educational workshops and training sessions that specifically address Imposter Syndrome can equip employees with tools to recognize and combat it. Organizations can offer workshops that teach strategies for confronting imposter thoughts and building genuine self-esteem, which are critical skills for personal and professional development. Knowing that an employee starting at a new workplace can be a trigger for Imposter Syndrome, organizations can provide their new hires with a variety of resources to help them acclimate, from culture guides to 30-60-90 plans, so that expectations are clear and day-to-day office life is understood right away.
5. Regular Feedback and Recognition
Regular, constructive feedback and recognition can go a long way in alleviating Imposter Syndrome. When employees receive clear, positive feedback on their work, it helps to solidify their confidence in their skills and contributions. Work efforts, not just outcomes, should always be credited, and any failures or shortcomings should be presented as learning experiences, not opportunities for self-flagellation.
6. Encouraging Work-Life Balance
Preventing burnout is key, as exhaustion can exacerbate self-deprecation. Firms like Deloitte have placed a strong emphasis on work-life balance by implementing flexible working conditions and ensuring employees take adequate time off to recharge, which helps maintain mental and emotional well-being.
7. Set the Example
Leadership should model how to productively handle mistakes by not hiding them away and instead demonstrate that there is opportunity to grow from setbacks. Additionally, they must set the culture for the team, from taking appropriate time off to engaging in anti-bias training. Establish through example what the priorities are in the workplace.
As companies continue to innovate in their approaches to employee well-being, these practices are likely to evolve, further supporting the fight against Imposter Syndrome.
Let’s now explore real-life examples from high-profile professionals who have openly discussed their battles with Imposter Syndrome and the advice they can share from their experiences.
High-Profile Examples of Overcoming Imposter Syndrome
In the face of Imposter Syndrome, learning from those who have also struggled can be empowering. Below are several leaders and influencers who have publicly revealed their battles with Imposter Syndrome to show that perception tends to not reflect reality.
1. Michelle Obama
Former First Lady Michelle Obama has openly discussed her experiences with Imposter Syndrome, highlighting her own insecurity despite her significant accomplishments and status. “We doubt our own judgment, our own abilities, and our own reasons for being where we are… I’ve been there plenty of times. What’s helped me most is remembering that our worst critics are almost always ourselves.” Being candid about Imposter Syndrome helps to both destigmatize it and take away its power with the knowledge that it’s a common experience.
2. Sheryl Sandberg
In her book Lean In, Sheryl Sandberg, former COO of Facebook, reveals her thoughts on Imposter Syndrome: “Every time I didn’t embarrass myself—or even excelled—I believed that I had fooled everyone yet again. One day soon, the jig would be up.” Her experiences led her to investigate more about Imposter Syndrome, particularly in women. In her research, she found studies that demonstrated how women tend to internalize negative feedback to a much higher degree than men as well as how women tend to give themselves lower self-evaluations on surgery rotations than men despite the fact that faculty evaluations revealed that the women outperformed the men.
3. Tom Hanks
Even Academy Award-winning actor and filmmaker Tom Hanks has admitted to feeling like a phony at times. In an interview on NPR’s Fresh Air, he shared “No matter what we’ve done, there comes a point where you think, ‘How did I get here? When are they going to discover that I am, in fact, a fraud and take everything away from me?” Given his undeniable success over a lengthy career, this should prove that Imposter Syndrome is not grounded in fact and can be entirely illogical.
Strategies They Used
- Sharing and Openness: Like Michelle Obama, talking about self-doubt can normalize the experience and bring support. She also discusses how women in positions of power and influence are particularly impacted by Imposter Syndrome because they have been told for so long that they don’t belong there.
- Recognition of Achievements: One method Sheryl Sandberg recommends is to evaluate accomplishments first as if they belonged to someone else to assess them more accurately. She also suggests partnering up with another colleague suffering from Imposter Syndrome to practice discussing achievements with each other first.
- Seeking Support: Tom Hanks has described how important community and mentorship are in providing reassurance and perspective. He didn’t allow those moments of unsureness to stop him from reaching out and connecting with mentors that helped him improve and develop his craft.
While these stories humanize notable people, more importantly, they prove that Imposter Syndrome is not solved by reaching some hypothetical level of success or by achieving some unknown criterion. Instead, overcoming Imposter Syndrome is an ongoing process that requires self-affirmation, support, and an understanding of the root causes. Organizations can contribute by fostering environments that encourage open discussions, mentorship, and recognition. Most importantly, once we stop silencing ourselves, we begin to see that we are not alone, which allows us to heal and to takes away the power that Imposter Syndrome has over us.
Tell us about your experience with Imposter Syndrome. How did you navigate it, and what strategies worked best for you to overcome it? Is it something you still deal with? Leave a comment below, send us an email, or follow us on LinkedIn.
