Do you feel like an imposter?

Written By Russell Fairbanks

"No matter what we've done, there comes a point where you think, 'How did I get here? When are they going to discover that I am, in fact, a fraud and take everything away from me?'” Tom Hanks, Academy award winner, movie star and cultural icon

Do you feel like a fraud? Have you ever thought your colleagues know what they are doing while you have no clue? Do you believe your successes are more about luck than your own endeavour? Do you wonder it is just a matter of time before everyone works out you don’t know what you are doing?

If you answer ‘yes’ you may be suffering from imposter syndrome.

Imposter syndrome is loosely defined as doubting your abilities and feeling like a fraud. It disproportionately affects high-achieving people, who find it difficult to accept their accomplishments. Many question whether they’re deserving of accolades.

 “The persistent inability to believe that one's success is deserved or has been legitimately achieved as a result of one's own efforts or skills.”

Research suggests that around 25 to 30 percent of high achievers may suffer from imposter syndrome. And around 70 percent of adults may experience ‘impostorism’ at least once in their lifetime.

“Every time I took a test, I was sure that it had gone badly. And every time I didn’t embarrass myself -- or even excelled -- I believed that I had fooled everyone yet again. One day soon, the jig would be up.” Facebook’s Sheryl Sandberg

The concept, “imposter phenomenon”  has been around since 1978, in Pauline Rose Clance and Suzanne Imes groundbreaking study - The Imposter Phenomenon in High Achieving Women: Dynamics and Therapeutic Intervention – which focused on high-achieving women.

They found that “despite outstanding academic and professional accomplishments, women who experience the imposter phenomenon persist in believing that they are really not bright and have fooled anyone who thinks otherwise.” Their findings spurred decades of thought leadership, programs, and initiatives to address imposter syndrome.

One of the ironies of corporate life, however, is that those who suffer from it most often have the least reason to.

Female imposters

Imposter syndrome is particularly acute amongst women in senior executive roles – countless research finding from the US, UK, Australia and many others, show women generally over-perform and are under-rewarded compared with their male peers. In my experiences, male counterparts will generally put themselves forward for promotion when they can fulfill half the criteria, will women wait till they are 95 percent sure.

In writing this article, I’ve spoken to countless other recruiters, human resources professionals, and hiring managers, confirming their personal experiences.

“It took the encouragement of a (male) mentor, and my manager once removed before I put myself forward for my first promotion. In hindsight, it was clear that I had the skills and experience for the role but as the only female in the management team I already felt that I didn’t belong.” Chief Strategy Officer, ASX-organisation

“Over the last 20 years or so, it would be fair to say that I worked with a great many more male leaders than I have a female who would promote their achievements for advancement. I’ve had to work harder to convince women to stay in recruitment processes, let alone to put themselves forward in the first place” Chief People Officer, Government department

“Men would return my calls within one or two attempts, whereas it would take up to seven calls to get a woman to return my call. Of course, this doesn’t mean that men are any more or less competent, I take it to mean that men are more sure of themselves and women may need some convincing to overcome their loyalty to their existing employer.” Senior executive recruitment consultant

Diversity, equity, and inclusion

However, imposter syndrome doesn’t just disproportionately affect women.  It seems obvious to me that those who belong to groups, marginalised in society are much more likely to have internalised feelings of self-doubt, with fears of being unmasked as a fraud.

It is no surprise then that recent research has focused on the degree to which imposter syndrome is a problem along with ethnicity, race, class, sexual preference, or those with disabilities as much as it is when viewed through the lens of gender.

Organisations are increasingly becoming aware of the need to mitigate the effects of imposter syndrome – and why should we care?

For me, the ‘why?’ is a fairly straightforward one to answer – if we raise awareness of imposter syndrome, it will help creates a more equitable talent pool, one which is based on what people can actually do as opposed to what they think they can/can’t do.

Beyond hiring and recruitment practices, decades of research also show that lack of confidence affects performance. Those suffering from imposter syndrome will spend time covering up their insecurities rather than focusing on the job. So in raising awareness and supporting those of us with imposter syndrome we lift the bar for all.

“I still have a little impostor syndrome… It doesn’t go away, that feeling that you shouldn’t take me that seriously. What do I know? I share that with you because we all have doubts in our abilities, about our power and what that power is.” Michelle Obama, former First Lady of the United States, bestselling author, and Grammy award winner.

If you sometimes feel like an imposter — that you aren’t really that talented and have fooled anyone who thinks you are — remember that you can have those thoughts and still perform well. In fact, most who fall prey to imposter syndrome are actually quite successful at work despite their self-perceived fraudulence. Reminding yourself of this fact and focusing on your past successes can help prevent a spiral of self-doubt.

“I don’t know whether other authors feel it, but I think quite a lot do- that I’m pretending to be something that I’m not, because even nowadays, I do not quite feel as though I am an author.” Dame Agatha Christie, writer of the longest-running play (The Mousetrap) and best-selling author of all time.

Confidence doesn’t equal competence

How many leaders have you come across, both male, and female, who are actually incompetent? You know the types I mean, they are extremely sure of themselves even when results or achievements don’t support their self-assured confidence. In these situations, do we confuse confidence for competence? Unfortunately, in a great many cases I think we do, and it will be more than you think.

If you are a leader who is high on the confidence spectrum? Even if you have good reason to be confident, maybe it’s time to look in the mirror and really assess your competence. If you don’t have an accurate assessment of your leadership competence, is it possible for you to see it in others?

And if you don’t have an accurate view, how can you watch out for those around you who are experiencing impostorism?

A more diverse workplace would result when we have the courage to call out imposters for who they truly are and instead support people who are just overly modest and whose talent and skills we desperately need.

In recognising leadership talent, not blind confidence or charisma, we need to lift others up around us.

“I had enormous self-image problems and very low self-esteem, which I hid behind obsessive writing and performing. … I was driven to get through life very quickly. I really felt so utterly inadequate. I thought the work was the only thing of value.” David Bowie Grammy award winner and music icon

If you are experiencing imposter syndrome you need to remain objective, this may help:

  • How would I define what good work looks like?

  • What do I think I did well today?

  • What still needs attention and improvement?

  • From whom, if anyone, do I need feedback?

 And if you or anyone you know needs help:

 

Russell Fairbanks
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