The ever-changing workplace is a competitive arena for those who want to lead.
Managing culturally diverse teams, as discussed last time, navigating hybrid working, global uncertainty, and becoming burnt out are all hurdles for any leader.
High expectations also characterise today’s world of work. The demand for leaders who can adapt, innovate, and inspire is greater.
Aligned with this backdrop, new leaders often face concerns as they transition into management and leadership roles and wonder if they can deliver what everyone expects, especially themselves.
Enter the world of imposter syndrome.
In this week’s post, we will explore Imposter Syndrome: what it is, what causes it, and a plan to handle imposter syndrome successfully.
Understanding Imposter Syndrome
The term “imposter syndrome” was first introduced by two psychologists, Dr. Pauline Clance and Dr. Suzanne Imes.
Both Drs were involved in research and clinical work with high-achieving women in 1978. They identified the phenomenon of individuals feeling like “impostors” despite obvious evidence of their competency aligned with their roles. They introduced the term “imposter phenomenon” to describe this psychological experience.
Since then, the concept has gained recognition while being widely studied and discussed, not only in relation to high-achieving women but also with various demographic groups in every context imaginable.
The term has evolved to “imposter syndrome”. It is now commonly used to describe the feelings of self-doubt and inadequacy that individuals, regardless of gender, may experience in their careers and lives.
Imposter Syndrome is a psychological phenomenon characterised by persistent self-doubt and a belief that the results achieved are through luck.
Classic signs that imposter syndrome is at play include the following.
Fear of Failure
Being fearful of certain situations in our lives is natural for humans and is governed by how our habit and reasoning brain work to keep us safe; unfortunately, being in a new role can and does compound our fear response.
New leaders who want to meet their own high expectations often fear making mistakes or failing in their roles. This fear can be paralysing, hindering their decision-making abilities and stifling their willingness to take calculated risks. As they constantly anticipate failure, they may doubt their competence, reinforcing the imposter syndrome conversation playing out in their head.
Instead of seeing failure as a natural part of growth and learning, they may interpret it as evidence of their inherent inadequacy.
Perfectionism
New leaders, driven by their desire to excel and significantly impact their roles, may set impossibly high standards for themselves. They become deeply invested in achieving flawless execution of their work, often manifesting as over-checking and scrutinising, constantly looking for errors.
The challenge then becomes that every minor mistake reinforces the belief that they are not as qualified or competent as they should be.
Perfectionism, while driving them to excel, often fuels imposter syndrome, as they continuously question their abilities and attribute their achievements to external factors or sheer luck rather than acknowledging their own abilities.
Overworking
Perfectionism can also lead to overworking; let me explain.
Overworking is a common trap that many new leaders fall into, and it can profoundly impact the development of imposter syndrome.
In their goal to prove themselves and live up to the expectations of their new roles, new leaders often find themselves dedicating excessive hours to their work, sometimes to the point of burnout.
This constant hustle can lead to a vicious cycle where they believe they must work harder and longer hours to compensate for their perceived inadequacies.
As they overextend themselves, things move from bad to worse, and their physical and mental well-being can deteriorate, making them even more susceptible to self-doubt and imposter syndrome!
Breaking free from this cycle requires reevaluating the relationship between work, self-worth, and competence and recognising that imposter syndrome can be exacerbated by the very behaviour aimed at combatting it.
Navigating Imposter Syndrome Successfully
Knowing the background of imposter syndrome and the issues it can cause; how can you stop imposter syndrome from taking hold before it starts?
Acknowledge and Accept It Happens: The first step is to acknowledge your feelings of self-doubt and accept that Imposter Syndrome is a common experience, even for successful leaders. Recognise that it’s actually a sign of humility and a desire to grow.
Set Realistic Goals: Break down your leadership responsibilities into manageable goals. Setting realistic expectations for yourself and your team can help reduce the pressure. Remember, no one is the finished article straight away.
Self-Reflection, Self-Awareness, and Feedback: Regularly engage in self-reflection to identify your strengths and areas for growth.
Develop a deep understanding of your values, skills, and experiences by asking questions of yourself and others; and ask for open and constructive feedback from peers, mentors, and team members.
Embrace Failure: Accept that failure is a part of life and leadership. View setbacks as opportunities for growth and learning rather than proof that you can’t do something.
Mentorship and Coaching and Continued Learning: Seek out mentors or coaches who can provide guidance, support, and perspective on your leadership journey. Invest in continuous learning and skill development. Map out the support you need and build this into your development plan that you discuss with your manager; confidence often grows with competence.
Celebrate Your Achievements and Connect With Peers: Recognise and celebrate your accomplishments. Keep a journal of your successes to remind yourself of just how good you are. Stop focusing on the gap and start looking at the gain.
As you do this, build a strong professional network. Connecting with peers who have experienced similar doubts can be both reassuring and motivating.
Finally
Imposter Syndrome is a common challenge for new leaders, but it’s a hurdle that can be overcome. By understanding its natural causes and applying a comprehensive plan, new leaders can conquer self-doubt and thrive in their leadership roles.
Embrace the journey of self-discovery, seek support when needed, and remember that leadership is a dynamic learning experience where growth often emerges from vulnerability.
Until next time,
Julia
About Zestfor
Zestfor delivers training coaching and development programs and resources scientifically tailored to develop new and experienced leaders and their teams in technical markets – including Pharmaceutical, IT, and Life Sciences.
Our blend of in-classroom, online, and virtual live-stream delivery methods will engage and assure even the most introverted team members from the first meeting.
You can find out more about our leadership programmes here.
