Imposter Syndrome: Reflections on My Recent Recovery

THE FALLACY

"If I keep my head down, do my work, and don't make any mistakes, I'll be a valued contributor."

You’ve probably seen the term "imposter syndrome" popping up like a weed when scanning wellness and quality-of-work articles. If not, and you are unacquainted with the term, it refers to the feeling one has of being a "fraud" or inadequate—not as advertised. Highly skilled and talented professionals harbor these fears despite all evidence of expertise and competence. I am hearing it from colleagues, friends and clients. It's on social media, and in a multitude of publications.

I experienced it myself. In fact, until recently it was an inhibitor of my professional achievement, despite relentless efforts at skill development, academic success and years of experience in increasingly complex roles. No matter how many degrees, certifications, or rungs on the ladder I accumulated, I continued to strive for more; the need for self-validation went unsatisfied.

And then one day I changed. More on this later, but what is causing this epidemic of imposter syndrome? Below is an examination of the causes and the impacts of this condition.

What is going on?

The psychology of imposter syndrome was first identified in 1978 by Suzanne Imes, PhD, and Pauline Rose Clance, PhD. Imposter syndrome afflicts high achievers who have perfectionist tendencies or raised to meet superior standards, such as getting straight A's, attending the "right" college, or achieving high levels of professional accomplishment. Imposter syndrome often coincides with anxiety and/or depression.

Imposter syndrome manifests in society and the workplace as reduced engagement, risk aversion, and other self-protecting behaviors. Societal pressures only add to the problem. The vulnerability arises in situations such as being fast-tracked into a new role without sufficient support; recent graduates entering the workforce in highly competitive fields; and the naturally detail-oriented working under time pressure. This is not a comprehensive list but represents some common examples in many workplaces. The fear of being "unmasked" can be paralyzing.

NOTE: Imposter syndrome is not an "always-on setting." It is not a character trait; it is situational. The context of work and the onboarding experience into a project team can make an enormous difference. Also, recent personal or professional events may challenge an individual's ability to leverage their special powers.

What are the impacts and implications?

The impacts to individuals are both personal and professional. These include:

• Social isolation - Imposter syndrome can cause those affected to self-isolate, resulting in a lack of connection with others, and robbing them of the energizing and affirming social cues humans need to confirm the value of their contributions. This is important for healthy adult relationships, and also for making forward progress on career aspirations.

• Depression - Imposter syndrome can lead to depression, as a negative self-image can strip away any confidence a person has, especially in a professional context.

• Job insecurity - Imposter syndrome can reduce one's ability to perform, resulting in low annual reviews and disciplinary actions. These events can weaken self-confidence, making career growth unlikely and continued employment uncertain.

• Weakening support network - a natural effect of limited interactions is the deterioration of one's professional network. Maintaining those connections requires extra, intentional outreach and promotion at a time of ebbing professional strength.

How does this show up?

Imposter syndrome is not overtly visible in an organization. It does not show up as a specific marker in the culture or interactions between employees. Instead, it is characterized by what is absent:

• Involvement in organizational activities outside of project work - Employees who experience imposter syndrome may not volunteer for internal or stretch projects for fear of being found lacking. Result: Detrimental impact on employee's career and personal self-image. The organization loses their potential energy and commitment.

• Recognition of personal value - Employees who experience imposter syndrome may not acknowledge their talents or offer to take on more responsibility. They may not have the courage or confidence to challenge leaders when necessary. Result: The employee doesn't benefit from experiences available to them to develop and grow and deprives the organization of the perspectives and integrity of the workforce.

• A strong sense of belonging - Employees who experience imposter syndrome may not feel like they "fit" and may not immerse themselves in the organizational culture, becoming disengaged. Result: Employees don't contribute "above and beyond" energy, and the organization suffers from low-ebb engagement.

• Longevity - Employees who experience imposter syndrome may determine that they cannot be successful in the organization and seek opportunities elsewhere. Result: Attrition is costly to an organization, as employees don't meet performance targets, and this results in costly re-acquisition of talent.

What can you do about it?

If you experience imposter syndrome yourself, there are a few things that can help your outlook and self-esteem:

• Consult trusted friends and colleagues who can give you a frank assessment of your value.

• Take incremental steps out of your comfort zone to gain confidence.

• Construct a realistic profile of your strengths, accomplishments, and opportunities for development. Return to it often to add new items and acknowledge progress.

• Talk to your leader(s) to gain perspective and raise awareness of your talents and interests for future assignments.

• Seek out external help, such as a mentor, coach, or therapist. Real growth sometimes requires a helping hand.

If you are a leader seeking to support your employees, ask yourself the following questions:

• Do I know the individuals on my team well enough to appreciate their unique qualities?

• Am I able to assign my employees to work that will leverage their strengths?

• Do my processes provide new employees a positive first experience?

• Do I support newly promoted employees through the transition to proficiency in their new roles?

• Do I seek input from my directs rather than being directive?

• Do I meet regularly with the individuals on my team to develop trust and rapport?

If you answered "no" to more than one of these questions, examine how you can engage all of your employees in a more considerate and collaborative dialogue.

My personal imposter syndrome journey and recovery

I have always been a striver. My upbringing was very much in the mold of the imposter generator: high parental expectations, perfectionism, pushing to be best-in-class at school and ultimately at work. For most of my career, my striving paid dividends, and I found success across industries. However, when under extreme pressure, I lacked self-confidence. This brought on a brutal and harassing inner critic, which tormented me, lowering my confidence ever further. I knew the critic was my own voice berating me but could not help feeling worthless. I had to get the monkey off my back, so I sought help from a coach. This was how my recovery began.

Recovery did not come about through therapy, hypnosis or THC gummies. Instead, my coach suggested I take an emotional intelligence assessment, and upon receiving the results, I gained a profound insight: there was a correlation between my lowest score (self-regard) and my highest score (self-actualization). The inner critic was driving down my self-regard. This spurred me to reach for more accomplishments to buttress my sense of self. The critic was helping me thrive, but I needed to make it less demoralizing.

Over time, I molded the critic into a trusted advisor—one that signaled the need for inner work and reflection. I trusted myself again, and eventually, the critic disappeared. The process of examining and understanding my feelings when under pressure, or fixing a problem, became part of my operating system.

If you’re struggling with imposter syndrome, it’s not a life sentence; it’s temporary, situational and manageable. It’s within your control. Put your critic in its place!