Navigating the choppy waters of imposter syndrome at work

In the world of professional careers, where confidence often dictates success, the spectre of imposter syndrome looms as a formidable adversary. This psychological phenomenon* characterised by persistent self-doubt and the fear of being exposed as a fraud despite evident accomplishments, has a profound impact on individuals striving to make their mark.

In the working world this can show up in failing to contribute to team meetings or in subtle hesitations in networking events. Professionals, grappling with their own perceived inadequacies, may find it challenging to engage authentically, fearing that their contributions are mere illusions of competence. The paradoxical nature of imposter syndrome lies in its ability to afflict even the most accomplished individuals, creating a dissonance between external accolades and internal convictions.

The impact of imposter syndrome extends beyond individual emotional turmoil, impacting team dynamics and organisational culture. The hesitancy to voice innovative ideas or take calculated risks becomes a prevalent theme, stifling creativity and hindering progress. In the noisy chatter of collaboration, imposter syndrome can lead to an echo chamber of self-doubt, impeding the lively exchange of diverse perspectives that fuels innovation.

Professional growth often hinges on the ability to navigate intricate social networks, and imposter syndrome can act as a silent saboteur in these interactions. In the lively world of conferences, seminars, and networking events, the nagging voice of imposter syndrome can drown out opportunities for meaningful connections. The fear of being unmasked as an imposter may deter individuals from promoting themselves, networking with peers, or participating in professional development initiatives.

Imposter syndrome can also be a silent problem – those affected are often really good at masking it and may simply appear to others to be modest or particularly hardworking (excessive effort and over-preparation is a common feature). Privately though, they, and their friends and families, will be more aware of the huge workload, stress and anxiety being experienced.

Our coaching programmes are highly effective at helping those affected overcome it. But there are broader solutions too that can reach a greater number of people. Addressing imposter syndrome requires a collective effort from colleagues and managers within the workplace. Creating a culture that values authenticity, acknowledges the prevalence of self-doubt, and encourages open conversations can be instrumental in dismantling the barriers erected by imposter syndrome. Establishing mentorship programs, fostering a sense of belonging, and celebrating achievements, no matter how incremental, can contribute to a more inclusive and supportive professional environment.

The impact of imposter syndrome at work is a challenge that demands proactive measures both on an individual basis and company-wide. If you experience imposter syndrome either directly yourself or witness it in your teams, we’d love to hear from you – both in terms of its impact and what you have found effective in overcoming it. e: sarah.jaggers@managingchange.org.uk

• more accurately referred to as ‘imposter phenomenon’

Our latest online programme, Beyond Doubt: Tackling Imposter Syndrome, launches in the Spring. If you'd like to register your interest see here.