Imposter Syndrome: The epidemic of insecurity in the workplace
Ever sat in a meeting, convinced you’re about to be “found out”? That any minute, someone will realise you don’t really know what you’re doing and you’ve just been faking it all along? This pervasive, sinking feeling is more than just humility or a passing moment of self-doubt. It has a name: imposter syndrome.
This epidemic of insecurity is silently running rampant in our offices, impacting our best and brightest. But what is it, really, and as leaders, what can we do to fight it?
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What is imposter syndrome?
Imposter syndrome is formally defined as ‘a psychological pattern in which an individual doubts their skills, talents, or accomplishments and has a persistent internalized fear of being exposed as a “fraud”’.
Those struggling with this phenomenon feel, despite all external evidence of their competence, that they are undeserving of their achievements. It’s a significant disconnect between their internal self-perception and their external reality.
A common example is a person who, upon receiving a promotion, believes they have somehow managed to deceive people into thinking they are more accomplished than they actually are. Alternatively, sufferers may feel they have achieved their position through sheer luck, timing, or some other external factor, rather than their own capabilities. They dismiss their successes as flukes.
Research on this topic is extensive. Forbes reported that a study found up to 75% of women in executive positions have experienced imposter syndrome at some point in their careers. While it was once thought to be a uniquely female experience, modern research shows it affects all genders, though it may manifest differently. It seems that imposter syndrome is most common in women, people from underrepresented groups, those starting new jobs, and individuals in highly competitive or high-responsibility fields.
If not addressed, imposter syndrome can lead to low mood, chronic stress, and anxiety, significantly affecting the long-term wellbeing of those who suffer with it. For the business, it can lead to stifled innovation, higher employee turnover, and burnout.
If you’re a manager, you are in a powerful position to help. There are concrete steps you can take to protect the wellbeing of your team and help overcome imposter syndrome in your workplace.
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Give feedback
Given that imposter syndrome is particularly common in new hires, you can start the feedback early. The onboarding process is a critical time to build a foundation of confidence.
When you interview someone, highlight why you selected them for the interview. On hiring, be explicit about what it was in their application, interview, or case study that made you choose them. Instead of a generic “Welcome aboard,” try: “We chose you because your approach to the case study demonstrated a level of strategic thinking we were specifically looking for.”
You should then aim to give regular, specific feedback, both positive and constructive. When providing negative feedback, it’s crucial to frame it in a way that will aid the growth of the individual, not confirm their fears of incompetence. Reframe “failures” as “learnings.” Progress meetings, regular 1-to-1s, and performance reviews are all excellent opportunities to add structure to your feedback sessions, but don’t wait for them. Timely, in-the-moment feedback is often the most impactful.
Recognise achievements
For someone who feels like a fraud, praise can be hard to internalise. They may brush it off, thinking, “You’re just being nice.” That’s why your recognition must be specific and consistent.
Simple measures, such as a regular email or a weekly team meeting shout-out highlighting the specific achievements of your team, can go a long way. When a colleague has done something well, aim to share this success with the team, on top of your individual feedback.
When you praise, praise the process and the skill, not just the outcome. For example, instead of “Great job on the report,” try, “The way you analysed that complex data and pulled out three clear, actionable insights for the report was exceptional.” This links the success directly to their skill, making it harder for them to attribute it to “luck.”
Furthermore, create channels for peer-to-peer recognition. Praise from a colleague is often just as, if not more, powerful than praise from a manager.
Training
Whilst imposter syndrome is often irrational, it can also be exacerbated by a genuine lack of guidance and training. A person can’t feel confident if they truly don’t know what they’re doing.
Ensure that you give comprehensive training to new team members. This includes a clear 30-60-90-day plan, well-defined responsibilities, and access to all the resources they need. If possible, provide mentorship opportunities. Pairing a new hire with a seasoned employee gives them a safe person to ask the “stupid questions” they’d be terrified to ask their manager. A mentor can also normalise their feelings by sharing their own early-career anxieties.
Regular team training sessions are also important, even for seasoned employees. This fosters a culture of continuous learning and development. Offering training in “soft skills” like communication, assertiveness, and presenting can also arm employees with the tools they need to feel more confident in their roles.
Promote good mental wellbeing
Implementing measures to promote good mental wellbeing is the single most important step in building an environment that can overcome imposter syndrome. This goes beyond just programs and perks; it’s about building a culture of psychological safety.
Mindfulness, in particular, can help your team to recognise and work through their imposter syndrome. Mindfulness is a type of meditation which aims to bring awareness to how you are feeling, both physically and mentally, in the present moment. This self-awareness has many benefits, including improved mood, reduced stress, and better decision-making and focus.
In mindfulness, key attitudes like non-judging and letting go can help your team to practice self-compassion. It teaches them to observe the “I’m a fraud” thought, acknowledge it without judgement, and then let it go, rather than attaching to it and believing it as fact. This will help them to overcome imposter syndrome.
Other wellbeing programmes could include:
- Yoga: To help reduce the physical symptoms of stress and anxiety.
- Mental Health First Aid: Training employees to be mental health first aiders creates a peer-to-peer support network and destigmatizes mental health conversations.
- Wellbeing Reports: Using anonymous surveys to get a real pulse on how your team is feeling.
- Nutrition Courses: Educating on the link between food, mood, and mental clarity.
All of these measures are proven to help you improve and monitor the wellbeing of your team. Furthermore, promoting good mental wellbeing creates an environment of acceptance and openness. When your team feel supported, psychologically safe, and valued for their true selves, they are more likely to feel able to discuss their wellbeing and their struggles in the workplace.
At Wellbeing in Your Office, we want to help you to reduce imposter syndrome in your workplace. An environment where mistakes are treated as learning opportunities and vulnerability is not seen as a weakness is the ultimate antidote. You can find out more about the services we offer here.
Disclaimer: The information provided in this article is intended for general knowledge and educational purposes only. It should not be construed as professional health, legal, or business advice. Readers should always consult with appropriate health professionals, human resource experts, or legal advisors for specific concerns related to physical, mental health and wellbeing in the workplace. While every effort has been made to ensure the accuracy of the information at the time of publication, Wellbeing In Your Office cannot be held responsible for any subsequent changes, updates, or revisions of the aforementioned content.