Imposter syndrome: What is it and what can I do about it?

From guest blogger Dr. Anna Sverdlik, founder of Melioscope

Imagine arriving at the office a few minutes early and settling down at your desk. You say good morning to your coworkers, maybe grab a cup of coffee, and start planning your work day. Thinking about the tasks that you need to accomplish makes you somewhat anxious. You start thinking about what you can do to make it seem like you have the skills to complete these tasks, so that nobody notices that you actually don’t have these skills at all. In fact, you landed this job out of pure luck. You remember about today’s all-hands meeting, and begin pondering about some “smart” things that you can say for everybody to hear. While others are competent enough to successfully accomplish their goals, you are the only one who merely appears competent, and you know deep down that you don’t deserve any accolades. Everyone around you seems to think that you are successful, but you don’t feel successful at all. You managed to fool them.

Does this sound familiar?

If your answer is yes, you might have imposter syndrome.

What is imposter syndrome?

Imposter syndrome has been studied in the scientific literature for the past five decades, mostly focusing on women in professional settings¹. It is described as the feeling of intellectual and/or professional deception², since individuals with imposter syndrome believe that they trick others into considering them intelligent and/or competent. This makes people with imposter syndrome constantly afraid of being exposed as “frauds,” and this fear can exist despite having continuous, long-lasting success. Imposter syndrome also makes it difficult for individuals to accept praise, since they often attribute their achievements to external factors such as luck, networking, being charming, etc., and not to internal factors, such as intelligence, abilities, aptitude, etc.

Imposter syndrome can be a distressing experience for many reasons. First, it creates constant negative emotions and negative self-talk surrounding one’s performance. Second, it limits growth and risk-taking; individuals with imposter syndrome focus on preserving their status as smart or capable. Therefore, taking on any new challenges or opportunities that may expose their lack of competence (as challenges often do) is to be avoided. Finally, in my own research, imposter syndrome has been shown to be a strong predictor of depression, stress, and even physical illness symptoms³. Imposter syndrome is undeniably an uncomfortable experience, and for some, it can make the difference between success and failure in achieving their life goals.

What can I do if I have imposter syndrome?

Imposter syndrome is common during transitional periods, such as when beginning a new job, position, or project that is novel and challenging. It is a healthy response to novelty, and will subside as the individual becomes more experienced and skillful. During these times, imposter syndrome is typically the result of not distinguishing between being “unqualified” and being “inexperienced,” and it can even be a positive thing if it is used as motivation to improve one’s skills and become more capable.

In contrast, more chronic cases of imposter syndrome can be highly maladaptive. These are cases 
that are long-lasting, do not seem to subside over time, and prevent the individual from taking advantage of opportunities that can improve their life (such as applying for a better position or asking for a raise). In these cases, there are several things that one can do to improve their experience of imposter syndrome:

1. Get educated. Understanding imposter syndrome and its commonness can make it feel more “normal”⁴. Research shows that understanding and normalizing experiences can reduce their emotional impact⁵.
2. Be honest. When people begin to talk about their feelings of imposterism, they are often surprised to learn that even their most successful friends or colleagues can relate to the experience⁴. Challenge yourself to open up to one person about your feelings, and you may find that imposter syndrome exists in the most unlikely individuals.
3. Connect. It is generally believed that imposter syndrome is a problem of confidence. However, in my own research I have found that imposter syndrome is in fact a problem of belongingness³. Those who don’t feel like they belong within their organization, community, or team, are more likely to experience imposter syndrome. To offset this, it is important to connect with others - by attending social events, participating in group projects, or seeking a mentor, to name just a few strategies.
4. Stop “shoulding” yourself. Imposter syndrome is often a result of our incorrect assumptions about what success “should” look like: “a skilled technician should be able to do this faster”, “a good mom should be able to balance work and family”, or “a smart entrepreneur should have more clients by now”. You can be objectively successful at what you do, but still feel like an imposter because this success took you longer than you think it should have. Bringing these “shoulds” to awareness can make a substantial difference in how you talk to yourself, and subsequently, how you feel about yourself.

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Dr. Anna Sverdlik is the founder of Melioscope, an analytics and advising company specializing in optimizing organizational cultures to enhance employee engagement and well-being. Dr. Sverdlik has 13 years of experience in identifying organizational structures that shape well-being, such as imposter syndrome, work-life balance, motivation, and mental health (stress, depression).

Find her on Instagram at @melioscope

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Footnotes

¹ Clance, P. R., & Imes, S. A. (1978). The imposter phenomenon in high achieving women: Dynamics and therapeutic intervention. Psychotherapy: Theory, research & practice, 15(3), 241-247.
² Matthews, G., and Clance, P. R. (1985). Treatment of the impostor phenomenon in psychotherapy clients. Psychotherapy Private Pract. 3, 71–81.
³ Sverdlik, A., Hall, N. C., & McAlpine, L. (2020). PhD imposter syndrome: Exploring antecedents, consequences, and implications for doctoral well-being. International Journal of Doctoral Studies, 15, 737-758.
⁴ Abdelaal, G. (2020). Coping with imposter syndrome in academia and research. The Biochemist, 42(3), 62-64.
⁵ Ashforth, B. E., & Kreiner, G. E. (2002). Normalizing emotion in organizations: Making the extraordinary seem ordinary. Human Resource management review, 12(2), 215-235.