Ever feel like you’re one meeting away from being “found out”? Like your success is just a lucky streak that’s about to run dry? You’re experiencing imposter syndrome – and you’re far from alone.
Imposter syndrome often affects the most competent people in the room. Research shows that high-achievers are particularly susceptible to these feelings, despite objective evidence of their success. The twist is that those nagging doubts aren’t a sign of failure. They’re often a sign of someone who takes work seriously, reflects on performance, and wants to do well.
While these feelings may never completely disappear (and that’s okay), they don’t have to hold people back. With the right strategies, individuals can learn to recognise imposter thoughts, challenge them, and move forward anyway. Like building a muscle, the more these strategies are practised, the stronger they become.
An Objective Look
One of the most effective starting points is separating facts from feelings. Imposter syndrome convinces people they don’t deserve their role or are fooling everyone, but this belief rarely stands up to evidence. Looking objectively at concrete accomplishments, skills, and experience helps close the gap between how people judge themselves and how they would judge a colleague in the same position. That gap is often where imposter syndrome lives.
Silence can make these feelings worse. Imposter syndrome thrives in isolation, growing stronger when doubts are kept hidden. Sharing concerns with trusted colleagues, mentors, or friends often reveals how common these experiences really are and helps externalise doubt rather than internalise it. For those who feel overwhelmed, structured support from a professional coach or therapist can also be valuable.
Another common pattern is dismissing success as luck. Praise, promotions, and strong performance are often rationalised away, even though they were earned. Actively acknowledging accomplishments — including accepting compliments without deflection — helps counter the brain’s natural negativity bias, which is wired to remember threats and failures more than successes.
Perfectionism also plays a central role. Although it often looks like a commitment to excellence, perfectionism is usually fear in disguise: fear of making mistakes, being exposed, or being judged. Letting go of unrealistic standards and embracing “good enough” creates space for progress, feedback, and learning, rather than endless refinement in isolation.
Learning Self-Compassion
Self-compassion is another critical skill. People experiencing imposter syndrome are often far harsher on themselves than they would ever be on others. Reframing internal self-talk, reducing “shoulds,” and treating oneself with the same kindness offered to a colleague helps build resilience and improves performance rather than undermining it.
There is also a paradox at play when it comes to credibility. Hiding mistakes and struggles can reduce trust, while openly sharing challenges and learning experiences builds connection and signals confidence. Vulnerability, when paired with reflection and growth, strengthens teams and normalises learning curves for everyone.
Finally, it helps to accept that imposter syndrome is not something to be cured once and for all. New challenges, promotions, or transitions often trigger familiar doubts. The difference over time is not that the feelings vanish, but that people become better at recognising them, responding to them, and continuing anyway. Like fitness, this is about habits built over time, not a one-off fix.
Imposter syndrome often affects the people who care most about doing good work. Self-doubt is not evidence of being unqualified; it is often evidence of thoughtfulness, conscientiousness, and commitment to growth. Overcoming it isn’t about dramatic transformation, but about small, consistent actions that gradually change how people see themselves and their work.
Dr Mary-Clare Race
With a career spanning several continents, Dr Mary-Clare Race has led businesses through rapid growth in both the UK and the US.A recognised expert in her field, Mary-Clare’s research has been published in leading journals such as Frontiers in Psychology, Mental Illness at Work, and People & Strategy, alongside industry publications such as The Harvard Business Review, People Management, and The Financial Times.Alongside her role at Talking Talent, Mary-Clare is a Board advisor to several organisations in the Mental Health and DEI (Diversity, Equity, & Inclusion) sectors. She also lectures at University College London and Columbia Business School in NYC.