Inside the Inner Critic of Leadership- Imposter Syndrome

Inside the Inner Critic of Leadership – Imposter Syndrome- Part 1.  

In coaching managers and leaders I have been surprised by the number of people who experience imposterism. Intelligent, talented and high performing individuals who have been impacted by feelings of being a fraud, holding a fear of being discovered and often unable to accept their successes. It turns out that imposterism is very common and whilst the severity may vary depending on individuals and circumstances it’s estimated that most of us will experience it at some point.  This post explores the fundamentals of imposterism and aims to help by highlighting to organisations and individuals why imposterism is important and what can support people in managing such feelings.  

Imposter Syndrome is a term coined by psychologists Pauline Clance and Suzanne Imes in the late 1970s [1] who studied the phenomena amongst high achieving women, where is its particularly common. A term that often describes high achievers who despite their apparent success are unable to internalise achievements and have persistent self-doubts and fears of being exposed as a fraud or imposter. Research suggests that it impacts a significant amount of people and is often associated with our work roles [2]. It’s surprisingly common with estimates ranging between 40-80% depending on the study.

There is not a medical diagnosis for imposter ‘syndrome’, so imposterism or imposter phenomena is perhaps a better phrase to use. This also more accurately reflects how common it is, rather than pathologising it. Quite simply, it’s a phenomena that happens to people. Most of us can relate to times when we may have felt it. Those experiences where you feel incompetent and/or unworthy of the position you find yourself in, somehow not belonging and feeling a fear of being found out or shamed in some way.

It is particularly prevalent when starting a new job or receiving a promotion. This is often because we are stepping into unknown territory and become more acutely aware of what others’ expectations might be and our own sense of uncertainty about our capabilities. Usually people can work their way through this phase and before long people develop confidence, familiarity and importantly a sense of belonging amongst work colleagues and in their role. At the core of imposterism is the way we think and our inner critic, so some simple techniques can help work through these acute phases.

“In some sense people with imposterism are in a catch 22 of pursuing external validation and then not being able to accept that validation when successes are achieved”

There are some people where imposterism is much more pervasive and deep rooted. Where it has become a way of being and in how you might see the world. For those that suffer it can be extremely distressing, debilitating and studies suggest that it is often associated with anxiety, depression and low self esteem [2]. A meta-analysis of studies over 30 years found that people with imposterism often ‘aggressively pursue’ success whilst finding it difficult to accept their success when achieved [2]. In some sense people with imposterism are in a catch 22 of pursuing external validation and then not being able to accept that validation when successes are achieved. Whilst this might be a driving force for achievement it can also mean that resilience in the face of failure or particular circumstances is extremely challenging.  Consequently, this increases the likelihood of stress, burn out and lack of job satisfaction over time.  Practically it can also become a self-fulfilling prophecy as the effects of the inner critic can impact on confidence and performance in role. Indeed, there is some evidence that experiences of perceived ‘failure’ by those with imposter syndrome can have significant impacts on mental health.

There are limited studies of effective therapies for imposter syndrome but there are techniques and approaches that can help and even if they do not completely remove self-doubt (which is not necessarily a bad thing) it can certainly provide the tools and conditions to move through more challenging times. Giving you the ability to navigate negative thoughts about your capabilities and the fear and shame of being found out that can dominate imposter thinking.

Starting with the basics it’s worth recapping on what characterises imposter syndrome:

1. Feelings of unworthiness and or incompetence

• Fear of being found out or exposed as a fraud or imposter  

• Discounting or down playing the obvious evidence of our abilities or successes- often putting these down to luck, favourable circumstances and others contribution.

This can lead to a host of different issues but most commonly can include:

• Not putting yourself forward
• Staying silent 
• Self sabotage
• Procrastination
• Workaholism
• Perfectionism    
• Stress and anxiety
• Sleeplessness
• Low mood, depression
• Conflicts with work/life balance
• Armouring- pretending invulnerability

The only difference between those with imposter syndrome and those who don’t is the way they think. No one likes to make a mistake and get things wrong, but the difference is the fear of shame. People without imposter syndrome know they may not be good at everything but they are okay with it. Their sense of belonging and worthiness is such that their response to fears of failure is less intense and is transitory. It is also less likely to impact on their performance. Some have suggested that imposter syndrome can sit alongside a sense of perfectionism, which can cause some of the above issues. Though I would argue that perfectionism often serves a deeper function and can be rooted in fear of failure and our inner critic, hence it’s relationship to imposter syndrome.

What causes imposter syndrome is less understood but certainly childhood events have an effect on mental health issues and wellbeing generally and obviously impact on such things as self image, attachment and belonging. Studies have focused on parenting styles and the impact on imposter syndrome feelings. Over protective parenting has been posited to subtlety signal a lack of confidence in the child’s abilities and can therefore impact on a child’s self-efficacy. Other studies have found authoritarian parenting to impact of self-worth where there is a repression of individuality and a lack of praise.  There are also subtle and not so subtle knocks that have been pervasive in our society and that many have experienced as they have grown. These often include adults who underestimate our abilities and who are disparaging about our hopes and dreams. Adults can also pass on their own insecurities and encourage children to not step outside of their comfort zone, to be quiet and not stand out for fear of being hurt or shamed.      

“managers and work environments can play an important role in effectively supporting people with imposter experiences”

There is no doubt a wider society influence on imposterism in terms the predominant ‘individualism’ paradigm. Which places value on success and accomplishment being measured in terms of individual merit, effort, and ability, with an often erroneous focus on personal responsibility for one’s own outcomes and achievements. There is also a strong association of structural and cultural issues in terms of difference and how this impacts sense of worth, belonging and safety. This can be particularly true for women and people of colour [3]. It’s estimated that more women than men suffer from imposter syndrome. It’s therefore not surprise that a study found that by the age of 6, girls started to believe that boys were more intelligent than girls [4]. In this sense we could question whether it is an ‘imposter syndrome’ which is often associated with an individual’s self-perception or the product of living in a discriminatory and exclusionary culture with an array of biases. There is an important point here and environments with subtle and less subtle forms of discrimination could risk gaslighting individuals under the umbrella of imposter ‘syndrome’ without recognising institutional discrimination is actually at play. It also points to the fact that managers and work environments can play an important role in effectively supporting people with imposter experiences and by encouraging a culture that values mental wellbeing, diversity, inclusion and a learning orientation. And there is good reason for organisations to pay attention to those with imposterism, as they are often high achievers and have capabilities that can be impeded by imposter feelings and behaviours. If you combine this with general prevalence of such feelings and behaviours then it’s easy to see the potential relationship to organisational performance.

Positive Steps to Managing Imposter Experiences

Imposterism, although pernicious is not an unchangeable state. It’s a set of thoughts, feelings and perception of oneself that can be reframed and reshaped through self-awareness, self-compassion, and supportive environments. Challenging imposter thoughts and feelings begins with recognising their presence, acknowledging impact, and reframing our internal narrative. Below are some learning points for me both as someone who has experienced it first hand and who has worked with many people who have struggled at different times with feelings of imposterism:

1. Understand it for what it is!– this has to be number one. It’s a pattern of thoughts and beliefs that lead to feelings and ultimately impacts on our behaviours. Acknowledging and noticing when the perceptions of imposterism emerges, puts us in a position where we can start to work with the feelings and beliefs. Imposterism can tend to come and go and be more acute at different times, so remembering to keep a watchful eye on when it might emerge i.e. new social circumstances. 
2. Embrace the imperfect– perfectionism is a fallacy that can restrain us from acting and performing. It can reinforce self-doubt and one of the most pervasive limiting beliefs of inadequacy, commonly felt as “I’m not good enough”. Most leaders have to compromise at some time and ask themselves ‘what is good enough’? To support this it’s helpful to embrace a learning mindset- Our fear of failure can lead to perfectionism, over controlling and in some cases inaction or procrastination. If we see the opportunities for learning and self-growth through challenges and yes, failures, then we turn perceived failure into valuable lessons. We also acknowledged that in any endeavour there are multiple variables at play, many of which we cannot control. Hindsight allows us to consider our zones of control, and influence and what we can positively learn from the experience.
3. Self-compassion– without self compassion then point 2 can be very difficult to achieve. The ability to treat ourselves with kindness, understanding, and empathy, especially in moments of self-doubt or failure. Instead of berating ourselves for perceived shortcomings, we must offer ourselves the same compassion and support that we would extend to a friend facing similar struggles. Looking after yourself and recognising when imposterism is impacting on your wellbeing and there is a need for re-balance. On a personal level, mindfulness and meditation have been really useful in helping to shift away from external validation towards more inward and intrinsic sense of self value. 
4. You are not alone– feelings of inadequacy amongst leaders is surprisingly  common, put this together with other intersectionality of race, gender and class and you’re likely to find that it’s even more common. Yet people can feel like ‘they are the only one’ [2]. Sharing your feelings with trusted friends can really help in not only recognising you are not alone but also in challenging some of the imposterism perceptions that you carry.
5. Acknowledge achievement– people with imposterism can often downplay achievements and put their success down to luck or circumstances. Acknowledging what has been achieved whether large or small can help to remind you of your capabilities and capacities. Sometimes reflecting back and writing down what you have achieved and what this tells you about yourself can be helpful. As Michelle Obama said about her own feelings of imposterism “It takes time and successes under your belt to realise you are good enough”
6. It takes time– In today’s world we are obsessed with the quick fix, indeed the world of marketing saturates us with telling us something is wrong and then selling us a miracle quick fix. With imposterism it may come and go at particular points in your life but for others it may be a commonly recurring behavioural  pattern. Implementing all of the above takes time, so remembering it is a practice and takes patience.     
7. Know when you need more help– There may be times when you need more help than just doing the above. It’s okay to need help and is a sign of healthy self-compassion and a commitment to self-development. This may involve working with a coach or a therapist around feelings of imposterism. There are lots of different approaches such as cognitive behavioural therapy, positive psychology, internal family systems therapy etc. The important thing is to find someone you are comfortable in working with and that you have some confidence in the approach you are working with.

If you’ve found this post a helpful introduction to imposter syndrome then you may also be interested in my other posts Inside the Inner Critic, which explore further the role of the inner critic particularly in positions of leadership (due out next month). You may also recognise that some further work with a coach on managing and overcoming feelings of imposterism could be helpful. Equally, you may also want to know more about how your organisation can help to support people with feelings of imposterism and the inevitable impact this can have on the organisation. If so, then please give me a call for a free consultation.    

[1] Clance, P., & Imes, S. (1978). ‘The imposter phenomenon in high achieving women: Dynamics and therapeutic intervention’. Psychotherapy: Theory, Research & Practice, 15(3), 241–247

[2] Bravata, D. M., Watts, S. A., Keefer, A. L., et al. Prevalence, predictors, and treatment of impostor syndrome: A systematic review. Journal of general internal medicine, 2020  

[3] Cokley, K., Smith, L., Bernard, D., Hurst, A., Jackson, S., Stone, S., Awosogba, O., Saucer, C., Bailey, M., & Roberts, D. (2017). Impostor feelings as a moderator and mediator of the relationship between perceived discrimination and mental health among racial/ethnic minority college students. Journal of Counseling Psychology, 64(2), 141–154

[4] Bian, L, Leslie, S., Cimpian, A. (2017) ‘Gender stereotypes about intellectual ability emerge early and influence children’s interests’. Science. 27 Jan 2017. Vol 355, Iss 6323

Photo: Photo by melanie-wasser-j8a-TEakg78-unsplash with thanks!