Imposter syndrome

Imposter syndrome is a silent struggle for many talented, capable professionals. It’s the inner voice that whispers, “You’re not as good as they think you are.” Despite evidence of success, people with imposter syndrome feel like frauds—convinced their achievements are due to luck, timing, or others' misjudgment, rather than skill or effort.

First described by psychologists Dr. Pauline Clance and Dr. Suzanne Imes in 1978, imposter syndrome was originally identified in high-achieving women, though research has since shown it affects people of all genders, backgrounds, and seniority levels. In fact, studies suggest up to 70% of people will experience it at some point in their careers (Gravois, 2007).

For organisations, this matters. Imposter syndrome doesn't just hurt individuals—it impacts performance, culture, and business growth.

At a personal level, imposter syndrome fuels anxiety, perfectionism, and overwork. It holds people back from speaking up, taking risks, or going for promotions. People may avoid visibility or defer to others, even when they have valuable insights to share. This internal self-doubt, left unchecked, can lead to burnout, reduced confidence, and stalled career progression.

But the organisational cost is just as significant.

When talented employees doubt themselves, they under-contribute. When they fear being “found out,” they don’t innovate. When leaders silently battle imposter syndrome, they may struggle to delegate, make bold decisions, or support others effectively—fueling a cycle of self-protection rather than collaboration. In team dynamics, imposter syndrome can breed comparison, insecurity, and reluctance to share ideas.

Most importantly, imposter syndrome erodes psychological safety—a key ingredient for trust, engagement and performance, as Amy Edmondson’s research shows. It undermines positive people experiences, limits inclusion, and can quietly destabilise a high-performance culture.

So how can organisations respond?

1. Name it. Normalise it.
Talking openly about imposter syndrome helps to reduce its power. When senior leaders or managers share their own experiences, it sends a powerful message: You’re not alone—and you don’t have to hide it. Vulnerability, as Brené Brown reminds us, builds trust and connection.

2. Focus on evidence-based feedback.
Vague praise like “You’re brilliant” can actually intensify imposter feelings. Be specific. Highlight why someone did well, and how their skills made a difference. This reinforces a grounded, internal sense of competence.

3. Coach, don’t rescue.
Leaders often want to “fix” people’s confidence—but the goal should be to equip them to recognise and challenge unhelpful thinking. Encourage reflection: What evidence do you have for that belief? What strengths helped you succeed before?

4. Create a growth-oriented culture.
Celebrate learning, not just perfection. Reward effort and experimentation. When people know that it’s safe to learn in public, they become more resilient and less self-critical.

5. Prioritise wellbeing and inclusion.
Marginalised groups often experience imposter syndrome more intensely due to external bias or underrepresentation. Build a culture where all voices are welcomed, valued, and supported.

Ultimately, imposter syndrome is not a personal flaw—it’s a systemic signal. It tells us where our cultures need to evolve to support genuine confidence, not just surface success.

Contact us today to discuss how you can craft a PeopleScape that converts to commercial success.