Imposter Syndrome: What It Is and How It Impacts the Workplace

Estimated reading time: 7 minutes

I used to be facilitating a seminar recently and a conversation arose about imposter syndrome. While the group knew the definition of imposter syndrome, it was hard to debate the impact of imposter syndrome on the work environment. So, I believed it is likely to be a superb time to learn a bit more. 

I reached out to Laura Lomeli, Ph.D., principal executive advisory consultant at BetterUp, to see if she would share her knowledge with us and thankfully, she said yes. Laura earned her Ph.D. in industrial and organizational psychology from Texas A&M University. She is obsessed with constructing organizational systems that transform lives and organizations. In her role on the manager advisory team at BetterUp, she leverages this passion to design and deliver executive experiences that drive transformation efforts across industries.

In her profession, Laura has focused on designing talent solutions, aligned with the organizational strategy, to enhance the worker experience at Fortune 500 and initiate organizations. She has served as an internal strategic talent partner driving organizational efforts to enhance structure and operations, in addition to worker engagement, across retail and company functions with some initiatives impacting as many as 1 million employees upon rollout.

Please note, the knowledge in today’s article is for informational and academic purposes. It shouldn’t be an alternative to skilled medical advice. If you could have any specific questions, it is best to seek the advice of with a healthcare skilled.

Laura, thanks for being here. Let’s start with a definition. What’s imposter syndrome?

[Lomeli] Even probably the most achieved people sometimes struggle with self-doubt. For a lot of us though, acknowledging and appreciating successes may be really tough. BetterUp defines imposter syndrome as ‘the condition of feeling anxious and never experiencing success internally, despite being high performing in external, objective ways’. This condition, marked by a persistent sense of inadequacy, often makes people feel like ‘a fraud’ or ‘a phony’ and causes them to doubt their abilities.

While there isn’t a checklist for imposter syndrome, it does have some telltale signs. These include constant self-criticism – especially over past mistakes, undervaluing contributions, attributing successes to external aspects, and usually lacking self-confidence.

How does imposter syndrome impact us personally? Professionally?

[Lomeli] If we don’t address imposter syndrome, it could result in a downward spiral of low self-esteem, heightened anxiety, and depression. This affects our personal wellbeing, sense of success, relationships, and overall satisfaction with life.

These negative feelings can then spill over into our skilled lives, impacting our performance, stifling our growth and profession progression, and reinforcing our preconceived notions of inadequacy. We may draw back from opportunities, avoid networking, or sabotage our own success — all because we fear we’re not adequate. This doesn’t just affect us; it impacts our teams too. That’s why it’s so essential to acknowledge and address these feelings. 

By fostering self-compassion, resilience, and authenticity, we are able to break free from imposter syndrome and unlock our true potential, each personally and professionally.

What I really like in regards to the power of coaching is that through coaching, individuals are capable of use the tools they learn to assist them stand stronger and taller in who they’re and show up more powerfully as who they’re. 

Does company culture play a job in imposter syndrome? In that case, what does that appear to be?

[Lomeli] Absolutely. Company culture and systemic influences, like biases, play an enormous role within the spread of imposter syndrome at work. For instance, when an organization reinforces stereotypes, puts employees down, or treats people otherwise based on aspects like class, religion, or race, it increases stress and self-doubt. This creates the right environment for imposter syndrome to take root.

These biases may also result in tokenism, making under-represented groups feel like they don’t belong. This creates pressure for them to set higher standards to prove their value. If these issues aren’t addressed, imposter syndrome can develop into deeply ingrained in the corporate culture, its teams and in employees’ psyches. 

As individuals, how can we recognize the signs of imposter syndrome in ourselves?

[Lomeli] Imposter syndrome may be deeply rooted in all the things from small behaviors to major decisions, so individuals are literally in an amazing position to also address it themselves. There’s no single method to tackle imposter syndrome, but being open to self-reflection and willing to work on ourselves are key steps.

If you self-reflect, take into consideration whether you consistently undervalue your contributions, attribute your successes to external aspects, sabotage your individual success, set unrealistic expectations and deadlines, or always fear not meeting expectations. In case you notice these patterns in yourself while still achieving measurable skilled success, you is likely to be coping with imposter syndrome.

How can I support colleagues who is likely to be experiencing imposter syndrome, especially in the event that they are reluctant to voice their struggles?

[Lomeli] Supporting colleagues who’re fighting imposter syndrome may be tricky given the nuances of every case, and the extent of support we are able to offer really varies from individual to individual. Nonetheless, there are some actions that may make it easier to support your colleagues. You possibly can walk them through a journaling exercise to assist set realistic expectations around their workload, empathize by acknowledging your individual knowledge gaps, encourage them to maintain an inventory of achievements to seek advice from once they’re feeling unsure, and help them practice confidence.

Ultimately, there are limits to how much you possibly can support your coworkers with their imposter syndrome. Ultimately, addressing it requires their personal commitment, and if it’s a systemic issue, it would need broader organizational changes.

As a manager, how can I support / coach a team once I see signs of imposter syndrome?

[Lomeli] Many managers won’t know it, but because the keepers of organizational culture, they’re in a singular position to deal with imposter syndrome at each the person and team levels.

At a person level, managers should avoid comparing team members’ performances. As a substitute, they need to recognize everyone’s unique skills and skills and offer one-on-one support for those experiencing imposter syndrome. Leading with empathy is crucial. Small actions like providing opportunities to construct confidence, and recognizing individual wins may also help team members grow without spiraling into self-doubt.

There are several ways to set the tone in your teams and encourage transparency and vulnerability. Normalizing conversations about imposter syndrome, encouraging diverse voices and perspectives in team meetings, and showing confidence in your team’s abilities by appreciating successes and guiding them through failures are great ways to encourage a supportive culture inside teams and encourage sustainable individual and team growth.

Last query. How can human resources professionals help their organizations manage imposter syndrome?

[Lomeli] Most HR professionals know that closed-minded, cutthroat, and biased work environments are perfect breeding grounds for imposter syndrome. HR leaders have a vital role in getting leadership on board to prioritize employees’ well-being and performance. Providing mental health resources, personal and skilled growth opportunities, virtual coaching, group support, and leadership training can drive organization-wide change.

HR leaders also must create an environment that fosters inclusion, belonging, and advancement for everybody. This implies addressing issues like tokenism and its role in fueling imposter syndrome. Whether through manager bias training, workshops, or team-building activities, constructing a supportive and equitable company culture from the highest down is one of the vital difficult, yet impactful ways HR leaders can combat imposter syndrome within the workplace.

I would like to increase an enormous due to Laura and BetterUp for sharing their knowledge with us. If you desire to learn more in regards to the power of coaching, remember to try the BetterUp events and resources page. It was great to listen to Laura talk in regards to the role that managers play in organizational culture and team development. This may have an effect on how individuals feel about their performance. 

I totally agree with Laura’s comment about how even probably the most achieved people can struggle with self-doubt. It’s essential to acknowledge our successes, even the micro victories. Each of us needs to seek out a self-awareness and self-discovery approach that works for us. Ultimately, it would help us succeed each personally and professionally. 

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