“Am I good enough for this job? Do I have enough, or the right, qualifications and experience? Can my colleagues see that I don’t really know what I am doing?”
Feelings like these among employees are often symptoms of imposter syndrome, also known as imposter phenomenon or imposterism.
Imposter syndrome is characterised by persistent feelings of self-doubt and continuous negative thinking around one’s own abilities. It can cause sufferers to fear being exposed as incompetent or a “fraud”, and to disregard any genuine success they have achieved.
Research from employment marketplace SEEK reveals that imposter syndrome is a very common experience, with half (50%) of Australian workers saying they have experienced imposter syndrome at work before1. Left unchecked, it can significantly impact worker well-being and productivity and can hold one back from achieving their full potential in their career. While this will have an undeniable impact on the individual worker, having one or more team members experiencing imposter syndrome can also have a negative effect on an entire team or organisation.
Organisations may notice a toll on employee engagement or morale, or increased absenteeism as workers grapple with their feelings of overwhelm. You may also find that your organisation’s productivity, creativity or innovation takes a hit, as people are not feeling confident to put forward ideas or have a go at tasks for fear of looking inadequate. Additionally, an organisation may face structural challenges that hinders their ability to excel, with team members being reluctant to take on greater responsibilities.
While it is certainly to the benefit of the individual worker, and their personal and professional development, to get on top of feelings of imposter syndrome, it can also be key to unlocking the full potential of an organisation. Providing an environment where all team members feel supported and encouraged to step out of their comfort zone can create a space where people and the organisation can strive for greatness. Those in management positions play a crucial role in fostering this environment, and there are some simple steps that can be easily integrated into your day-to-day management style.
So, who is at risk of experiencing imposter syndrome?
There is no hard and fast rule around who is more likely to experience imposter syndrome at work. As you may expect, younger workers, newcomers and those with less experience are particularly vulnerable to imposter syndrome. However, you might be surprised to learn that imposter syndrome can become more pronounced in the later stages of one’s career. SEEK research shares that nearly three quarters (72%) of those who have experienced imposter syndrome before said it has increased throughout the course of their career. There are a few possible explanations for this — perhaps it’s because these workers feel more ‘visible’ as they are assigned more seniority and responsibility, or they may feel like they don’t ‘deserve’ a more senior position or higher salary.
People that are underrepresented in their workplace can also experience imposter syndrome, such as
1Independent research conducted by Nature on behalf of SEEK. Interviewing 4,000 Australians annually
a younger person in an older work cohort (and vice versa), or a female in a male-dominated environment. Likewise, individuals who have been out of the workforce on a career break caring for family, or on extended leave, are also more prone to imposter feelings
What are some of the common triggers of imposter syndrome and the telltale signs to look out for? Imposter syndrome can occur for various reasons, however, self-doubt, low self-esteem and the pursuit of perfectionism can often be some of the main triggers. It can also occur when someone perceives their success as a result of chance or good luck, and not hard work.
Some signs that indicate an employee could be suffering from imposter syndrome include: ● Isolation
● Negative self-talk or self-sabotage
● Lower coping mechanisms, such as displaying signs of anxiety and stress
● Underperformance and avoidant behaviours
● Lack of progress with achieving certain career milestones or things like negotiating a better salary
● Reluctance to volunteer for additional projects, promotions or other work outside their mainstream role
How can you best support your employees experiencing imposter syndrome?
As a leader, it’s important to be able to recognise the tell-tale signs of imposter syndrome and effectively address it before it worsens. Supporting all employees who may be suffering from imposter syndrome is crucial for mitigating burnout, boosting engagement and productivity and maximising team potential.
Here are several ways managers can support their workers and help boost their confidence:
Assess the workplace
Workplace environments can exacerbate imposter syndrome, particularly those that encourage competitiveness, biases or close-mindedness. Therefore, managers should take a step back and evaluate the environment their employees are working in. Is the workplace fair, safe and equitable? Is there any bullying or toxic behaviour? Do people feel marginalised? Are employees under excessive stress due to unmanageable workloads? Once you’re aware of any problems potentially impacting your employees’ confidence levels, you can implement the right solutions to make the workplace more supportive.
Set realistic expectations
Ensure that job expectations and goals are clearly defined and attainable. Ambiguity in roles or unrealistic expectations can exacerbate feelings of inadequacy and self-doubt. By setting achievable goals, employees can build confidence and feel more secure in their abilities.
Encourage open and honest communication
Create a culture where employees feel safe discussing their feelings and concerns. This involves encouraging open dialogue during one-on-one meetings or team discussions, actively listening to your employee’s experiences without judgement and validating any feelings of insecurity. Being open about how common imposter syndrome is in group settings can also be really helpful. Normalising the condition and sharing thoughts and experiences helps people better understand their feelings and realise that they’re not alone.
Challenge their negative perceptions
If you sense one of your employees has imposter syndrome, challenge these feelings of self-doubt with facts and evidence. Remind them why they are good at their job, and that failures and mistakes are normal.
Celebrate the wins and give regular praise and feedback
Acknowledge and celebrate milestones, both big and small. Recognising an employee’s contributions boosts morale and reinforces their sense of accomplishment and competence. It also helps to counteract feelings of self-doubt and reinforces their value within an organisation. Managers should also offer specific and constructive feedback on work regularly to highlight their employee’s strengths and accomplishments.
Prioritise training and personal development opportunities
Imposter syndrome often stems from a perceived lack of expertise, so investing in training and development opportunities that enhance employees’ skills and knowledge will help build self-assuredness over time. You might also want to consider organising a training course designed to build public speaking skills, as SEEK’s research identified that speaking up in meetings (63%), and doing in-person (63%) and video call or Zoom meetings (62%) is a particular source of stress. As with most things, the best way to improve a skill is through practice, so providing additional presentation opportunities is a great way to encourage workers to flex this muscle.
Schedule regular pulse checks with direct reports
Managers should prioritise having check-ins with employees to ensure they feel well-equipped to perform their job. It’s also a good opportunity to gauge if they need extra support or training in a particular area. Scheduling monthly or fortnightly catch ups is a practical way to achieve this, with a casual, low stakes setting, such as a coffee catch up, more likely to create an environment where they feel comfortable opening up. On some occasions, you may decide that you can go without these check-ins, however, this means that they are always in the diary and provide a milestone to ensure that you’re regularly touching base.
Offer mental health services
If you are finding that an employee’s feelings of imposter syndrome are worsening and are having a notably negative impact on their wellbeing, consider ways to delicately share third-party and qualified resources who may be able to offer support and perspective.
Employee Assistance Programs (EAP) offer a range of health and wellbeing benefits for employees and give workers the tools to manage any physical or mental health challenges while staying productive and focused at their job. Confidential counselling services are a useful tool that can help employees better understand and overcome self-doubt in a positive and constructive manner.
Imposter syndrome can be a common occurrence in the workplace, however, knowing how to effectively identify the condition in its early stages is the first step to preempting it. Managers can make a big difference in guiding employees to overcome imposter syndrome when the right support systems and initiatives are in place, helping them feel confident, capable and well-equipped to handle their responsibilities. Organisations that prioritise their employees well-being can often reap the benefits of heightened productivity, workplace harmony and greater business success.
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