How often have you felt like a “fraud”? Like you don’t belong where you are? Do thoughts like “I’m not good enough” or “What if I’m not as capable as they think I am?” ever cross your mind? If the answer is yes, then you might have imposter syndrome.
What is imposter syndrome?
Imposter syndrome is a psychological phenomenon in which individuals doubt their abilities despite evidence of their competence and success and feel an irrational fear of being exposed as a fraud. This feeling is not related to an actual lack of knowledge or skills but rather to an internal belief that one's achievements are the result of luck, external circumstances, or someone else’s help—not one's own efforts.
This syndrome can appear in various life and professional situations, but it is particularly common among managers and team leaders. Taking on a leadership role often brings increased responsibility and exposure, which can amplify feelings of insecurity. Research shows that women and highly educated individuals are more prone to experiencing imposter syndrome, especially during career transitions or changes in the work environment.
Are there more imposters nowadays?
Success is often measured by external factors such as promotions, bonuses, or praise from superiors. With social media further emphasizing the achievements of others, many begin to feel as though they are not meeting expected standards. At the same time, everyone seems to crave external validation and regularly strives to stand out with their accomplishments.
It is important to highlight that the culture of perfectionism, which has become a part of many areas of human life, further encourages the development of imposter syndrome. When individuals set unrealistically high standards for themselves, even the smallest failure or mistake can make them question their abilities. They may feel like they are never good enough, while a seed of doubt in their talents is always present. Even when they achieve success, the thought arises that they “succeeded because of luck, not because of their ability.” In this way, individuals diminish their contribution and effort.
Why is imposter syndrome the “syndrome of managers”?
Seem like leaders often feel like imposters. A study by Korn Ferry shows that as many as 71% of senior management and 65% of employees in higher executive positions experience symptoms of imposter syndrome, as compared to only 33% of early-stage professionals. While some leaders experience milder forms of imposter syndrome, manifested through occasional self-doubt, others may suffer from high levels of anxiety that, if not recognized in time, can lead to burnout. In such situations, a ‘freezing’ response often occurs. Freezing refers to the avoidance of delegating tasks, which may arise among leaders due to the fear that others will perceive them as not competent enough. Avoiding delegation may also be caused by procrastination or resistance to change, which occurs because leaders try to reduce the risk of someone “discovering” their inner imposter.
Are we imposters or just more self-aware?
Self-awareness plays a key role in dealing with imposter syndrome! People with a high level of self-awareness also nurture a growth mindset, focusing on continuous development, and accepting that nothing must be perfect, and that every mistake can be an opportunity to learn.
Still, the first step in fighting the effects of imposter syndrome is recognizing the typical characteristics of imposters, which can be:
Self-assessment – constant questioning of one's own abilities and minimizing achievements, even when there is objective evidence of success.
Perfectionism – setting unrealistically high standards and the feeling that nothing less than perfection is good enough, without considering that perfection is in the eye of the beholder.
Fear of exposure – the belief that others will “expose” their supposed incompetence, leading to anxiety and excessive need to prove oneself.
Strong self-criticism – an internal voice that constantly downplays one’s successes and reinforces the feeling of inadequacy.
External locus of control – the tendency to attribute success to external factors such as luck, help from others, or coincidence, rather than to one’s own abilities and effort.
How to deal with imposter syndrome?
After recognizing the typical characteristics of imposters, it is important to follow helpful tips that individuals, regardless of position, can take to prevent imposter syndrome from holding them back.
To start, it is important to learn to recognize your patterns. Become aware of situations in which you feel like an imposter. What are the triggers, thoughts, and emotions in such situations?
Confront your inner critic. Notice how you actually talk to yourself. Are your thoughts mostly reproaches, or compliments? If there’s more self-blame and negative conclusions, ask yourself: is that really the objective truth? Would everyone else say the same about you? The very likely answer is – they wouldn’t 😊.
Set realistic goals. Use the SMART methodology for defining goals (Specific, Measurable, Achievable, Relevant, and Time-bound). This helps with clearer progress tracking and reduces feelings of insecurity.
Practice self-compassion. Instead of being too hard on yourself, treat yourself with the same empathy you would offer a friend. Mistakes are part of the learning process, not proof of incompetence.
Seek out mentors who can provide guidance, share their own experiences with imposter syndrome, and give constructive feedback. Programs like Equal Play Mentorship allow for the creation of equal and supportive mentoring relationships that can help build confidence.
Even if leaders follow all the steps to resolve this syndrome, there’s no guarantee they will successfully silence the inner imposter. Very likely, they won’t – and that’s okay! The key is to recognize that the imposter is present but also to learn how to manage the internal dialogue that diminishes self-worth and holds us back. Additionally, it’s important to allow yourself to make mistakes and focus on continuous learning.
In the process of building awareness, it’s important to accept that in some roles, it might not always be possible to fully maintain authenticity. However, the key to reducing imposter syndrome lies in finding the balance between personal authenticity and professional demands. One helpful tool in the process of developing self-awareness is the Belbin Team Roles questionnaire. This tool enables not only better insight into one’s perception but also a deeper understanding of how colleagues perceive the individual thanks to the 360° assessment. These methods can help both individuals and leaders to recognize their strengths and contributions to the team better.
Accepting and fighting imposter syndrome is a key step for leaders in understanding themselves – which is a prerequisite for effectively leading teams. A good leader cannot successfully lead others without knowing how to lead themselves. Transformational leadership, combined with developed self-awareness, is the best way to encourage a culture of change.
If you want to assess leadership potential or educate your leaders – we are here for you.
