Anna Shears: Imposter feelings are robbing organisations of their talent – here’s what to do about it

Imposter feelings can creep in at the most critical moments, casting doubt on one’s achievements and abilities, even when evidence points to success.

“I hope this is over soon, why do I feel so uncomfortable? I’m pretty sure she must be talking about someone else, either that or she is just being kind to me. If she really knew me, she’d know Im not as good as she is saying I am. Im bound to get found out soon.”

The ever-present internal voice of someone who experiences imposter feelings, in this example showing up during my annual performance appraisal. So, what are imposter feelings and why do they matter so much?

Imposter feelings are experienced by people who find it difficult to acknowledge and accept their own success by detaching themselves from the recognition, praise and positive feedback they deserve. They are also consumed by a fear that they are a fraud, and they are one step away from a failure that will expose their hidden truth that they are not good enough.

Research describes this as ‘imposter phenomenon’ (IP), a term first used by Clance and Imes (1978) as a common behavioural trait of high achieving women who felt unworthy of their credible successes. Whilst initially focused on women, studies also found it was common in men, an emphasis in minority groups and a prevalence in different sectors; notably healthcare, academia, and science, technology, engineering and mathematics (STEM).

Imposter phenomenon or more commonly used, ‘imposter syndrome‘- possibly because people could neither say or spell ‘phenomenon‘ with any great ease – has been talked about for over four decades. The research uses both terms interchangeably, but my preference as a positive psychologist is to refer to the experiences as ‘imposter feelings’ because much like other feelings, they are not permanent, cannot be controlled and the focus should be on managing the feelings whilst they are present. Moreover a ‘syndrome’ denotes medical connotations, and it is not a recognsied disorder registered in the Diagnostic and Statistical Manual of Mental Disorders (DSM).

Whilst awareness is important, it is only surface level and less is communicated about the impact at both individual and organisational levels, or importantly, how best to support those who experience these feelings before they take action to seek out another employer.

The detrimental impact on individuals and organisations

People with imposter feelings believe that luck, charm or an ability to read other people’s expectations have played a contributing role to their achievements, rather than their own competence and talent. They attribute their success to external factors and are unable to recognise or internalise their accomplishments. Links have been found between imposter feelings and psychological distress such an anxiety and depression, with people having lower self-esteem and a heighten presence of self-consciousness.

Given the widespread prevalence of the condition amongst different professions and across cultures, it is not surprising to note that research suggests that 70% of the population have reported intellectual fraudulence, with a greater prevalence in professionals and overachievers.

At an organisational level, imposter feelings have been linked to poor employee outcomes with increased stress, burnout, procrastination and lower job satisfaction. Both perfectionism and workaholism have been found to be predicators of imposter feelings. This could manifest in behaviour such as an overwhelming desire to be the best, produce excellent work 100% of the time or consistently contribute more than is needed, which can lead to burnout. People who experience imposter feelings have higher levels of achievement motivation to prove, mainly to themselves, that they are competent and capable which helps to reduce their self-doubt. Managers should be on the look out for such traits and behaviors within their teams which may indicate a presence of imposter feelings.

According to research, self-doubt, self-sabotage, low self-esteem and self-defeating behaviours such as procrastination are also evident. Within an organisational context, this means that those who experience these feelings are less likely to strive for promotion, even though they will be more than able. People stay under the radar, under value their skills and abilities, and keep a low profile, often avoiding opportunities or career advancement so they are not exposed to potential failure.

The fear of being exposed as anything less than competent and capable, which comes with greater responsibility in the workplace, will hold back promising candidates from applying for leadership positions. This has both a financial impact on the organisation due unnecessary recruitment and a cultural one, as talent goes unnoticed and the opportunities to nurture employees and celebrate internal career progression are lost. Research has shown that presence of imposter feelings also inhibits employee’s ability to put in place career plans because they are not aware of their own strengths or competencies, as well as the overwhelming fear of success and or fear of failure. Moreover, those that do make it into leadership roles can have a tendency to display dysfunctional behaviour, such as a lack of self-discipline, procrastination and can experience increased work-related stress.

So, what can workplaces do about it?

In a work environment raising awareness of imposter feelings is undeniably a fundamental step forward to normalise what so many might be quietly experiencing. Organisations would reap benefits from creating a healthier culture by incorporating the recognition of imposter feelings in employee onboarding, employee wellbeing sessions, leadership training and career development activities. In preparation for awareness raising, organisations would be mindful to first explore whether psychological safety is evident at all levels within the workplace, from individuals and teams, through to top of the office.

Psychological safety should be demonstrated in leadership behaviours and is essential for high performing teams. It is also a vital precursor to effectively raising awareness of imposter feelings in the workplace. Psychological safety in a team can be defined as a ‘shared belief that the team is safe for interpersonal risk taking’ (Edmondson, 1999, p.354). Psychological safety is fundamental for positive employee and team outcomes, without openness, honesty and trust, attempting to raise awareness of imposter feelings is doomed to fail. Research has shown that a greater perception of psychological safety results in employees feeling able to voice their views and opinions which results in them being more engaged in their work. An engaged workforce is more productive, has higher levels of job satisfaction and increased wellbeing of employees.

A greater role needs to be played by mentors, managers and leaders to look for the signs of imposter feelings in the behaviour of their employees. Not only does it directly relate to many organisational policies and strategies such as people strategy, HR processes, leadership development, equality diversity and inclusion, and employee wellbeing and mental health, it is fundamental to talent management. Employers who pay attention to the individual needs of their teams create a supportive and positive work environment for individuals to grow.

Increasing support to employees by engaging them in developmental conversations is important but this requires appropriate competencies, detailed knowledge and often, professional coaching skills. From the perspective of career advancement, managers should be exploring with high achieving employees why they were not interested in progressing the career ladder, in case imposter feelings are inhibiting their potential.

Support for employees

People with imposter feelings often believe that they are the only one who feels this way, which can lead to a sense of loneliness and isolation. Training workshops designed to address the existence of imposter feelings within the workplace can be beneficial creating an open and safe space to explore individual experiences and the impact it is having on their ability to flourish at work. Appropriate support from trained professionals should follow, which could include positive psychology coaching, focused on identifying the source of imposter feelings to improve wellbeing, identifying values and strengths, or career development aligned to an individuals’ meaning and purpose.

It should be recognised that not all employees will feel comfortable attending group sessions, for fear being exposed. Therefore, it is also important to consider alternative interventions that can be engaged with privately. Employees who experience imposter feelings would benefit from learning new coping strategies such as methods focused on improving their self-belief, self-esteem and self-evaluation.

Positive psychology interventions (PPIs) are practises that aim to increase an individual’s happiness, improve positive behaviours and positively strengthen mental states. PPIs complement traditional methods of mental health support, which focus on reducing emotional distress and suffering. A multitude of exercises and interventions are available aimed at enhancing wellbeing which have been proven to demonstrate positive effects on reduced depression and increased happiness. Whilst relatively simple in their configuration, proper application of PPIs is the key to their success, with appropriate support from a trained professional needed to identify appropriate tools and interpret the findings.

Practising PPIs such as positive reminiscence or keeping a success journal have been proven to enhance self-esteem, promote positive emotions and improve self-efficacy which is key for those experiencing imposter feelings.  Online support groups specifically focused on creating a sense of community, empowerment, and building self-belief for those with imposter feelings also offer a safe space where people can take comfort from knowing they are not alone.

Whilst workplace wellbeing has increased exponentially in profile since the pandemic, understanding what this means in practise within each organisation is still evolving. Workplaces who create psychological safety, normalise imposter feelings and invest in supporting their employees who experience them, will reap the benefits of having high performing flourishing teams – with a greater proportion of these being made up of home-grown talent.

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