The Big Idea: Impostor Syndrome

Initially thrilled by the opportunity, and the chance to travel abroad, Jeff’s emotions quickly shift as a creeping sense of doubt sets in. “Does Kate really think I’m qualified for this? Anybody on the team can do what I do, and my performance isn’t nearly as impressive as she thinks. Besides, I’m more of a follower than a leader — a more visible role like this might expose who I really am.” After further consideration, Jeff decides to turn down the assignment, convinced he’s not the right person for the job. 

Jeff has all the qualities necessary to successfully lead the project, but self-doubt is clouding his ability to see it. In other words, he may be experiencing a behavioral pattern known as impostor syndrome — and he’s far from alone. 

“It’s a belief that millions of people worldwide — male, female, nonbinary, and across all walks of life — contend with,” says Carolyn Herfurth, cofounder and managing partner at The Impostor Syndrome Institute in New York. “It’s this worry that they’re not who people think they are — and that they’ll be found out.” 

In the workplace, impostor syndrome can have serious consequences, not only for the individuals who experience it, but also for their organizations. It’s a potentially crippling pattern of excessive and unwarranted self-doubt that, if left unaddressed, can rob people of their potential, stagnate careers, and deprive organizations of the full value of their workforce. For those struggling with impostor syndrome, understanding the feelings associated with it — and taking steps to change the thinking behind those feelings — can go a long way toward silencing their inner critic.

Symptoms of Impostorism

Impostor syndrome spans industries, roles, and professions. It’s just as likely to be found in the C-suite as it is among junior employees. And according to Herfurth, there is much anecdotal evidence that the dramatic increase in remote work over the last few years has led to more cases of impostor feelings. “It can be hard to read body language on a virtual platform, allowing ambiguity to fuel feelings of inadequacy,” she explains. “And without in-person interaction, some remote employees may worry that everyone else is working harder and longer than they are.” 

Yet regardless of their work arrangement, anyone can experience feelings of insecurity and doubt their abilities from time to time. So how does that differ from impostor syndrome?

Herfurth says there are three components that define impostorism. “First is the false belief that you somehow managed to fool people into thinking you’re more talented, intelligent, capable, or qualified than you really are,” she explains. The second component is that this belief exists despite evidence of past accomplishments or abilities.

The third component, Herfurth explains, involves fear — specifically, the fear of being found out and exposed as a fraud. It’s the worry that there may be consequences when other people discover your limitations.

The Cost

Impostor syndrome often leads to stress, anxiety, low self-esteem, diminished self-efficacy — and even exhaustion and burnout. Impostorism also can trigger unhealthy, self-defeating coping mechanisms. “In an attempt to compensate for the possibility of being found out, they’ll do things like overwork and overprepare, hold back ideas in meetings, procrastinate, or avoid challenges.” Herfurth says. “They might also have less motivation to lead.”

Impostor syndrome also can drag down teams and ultimately impact the organization. When employees feel compelled to overcompensate for perceived inadequacies, organizational efficiency is compromised. In addition, high-potential employees may hesitate to advance to roles where they could make more substantial contributions, or they may even leave the organization.

“From an innovation perspective, the company can miss out on ideas and solutions that could have been offered but weren’t due to excessive fear and risk aversion,” Herfurth notes. “So, you’re losing opportunities for growth — and potential revenue — as an organization.” 

Combating Impostorism

Herfurth emphasizes that while there is no “cure” for impostor syndrome, there are ways to help manage and overcome destructive feelings of unworthiness. A few strategies in particular, based on the work of Impostor Syndrome Institute Cofounder Valerie Young, can be helpful — even if the pattern is deeply ingrained. 

Normalize the Feelings. Recognizing that you are not alone in experiencing impostor syndrome can offer perspective and alleviate feelings of isolation. Additionally, Herfurth says it can be helpful to determine how certain experiences may have shaped your thinking. Perhaps a parent instilled a sense of perfectionism that has carried into adulthood, or you have worked in a high-pressure industry or a toxic organizational culture. “Examining the root cause can help provide logical explanations for the feelings you experience,” she says.

Reframe Your Thinking. Much of the distorted thinking associated with impostor syndrome centers on how an individual defines competence (see “5 Faces of Impostor Syndrome”). These people tend to hold themselves to an unrealistic standard and feel inadequate or shameful when they don’t live up to it.

To disrupt this pattern, Herfurth suggests working toward becoming a “humble realist.” By adopting this mindset, someone who struggles with self-doubt shifts to more realistic expectations of competence. This person mitigates feelings of being an impostor — without developing an over-inflated sense of his or her abilities — and begins to respond in a healthier way to failure, constructive criticism, mistakes, and fear.

“Humble realists view any constructive feedback they receive as well-intentioned and accept it as such, instead of treating it as a reflection of who they are,” Herfurth explains. “They accept a mistake and remind themselves, ‘Everybody makes mistakes — it’s not the end of the world, and it doesn’t mean I’m incompetent.’”

The Big Picture

Impostor syndrome can be an insidious barrier to personal and professional fulfillment, undermining confidence and self-worth. Left unchecked by organizations, it could suppress valuable skills, knowledge, and opportunities for innovation. 

Herfurth’s observations across organizations she’s worked with highlight a concerning trend: Impostor syndrome often is overlooked. She emphasizes the importance of recognizing and addressing impostor syndrome, summing it up this way: “When you start seeing bright people play small, it’s bound to have consequences — and everyone loses out in the end.”