Commentary: How women and their mentors can defeat imposter syndrome
By Holly Stevenson
Pauline Clance first introduced the term “imposter phenomenon” in a 1978 paper, yet this pervasive sense of self-doubt and fraudulence has only recently gained mainstream recognition. Over time, the term evolved into “imposter syndrome,” becoming widely used in discussions about irrational feelings of inadequacy, particularly among women in professional settings.
According to recent findings from the National Library of Medicine, 80% of people routinely experience feelings of imposter syndrome, so it is a condition that does not discriminate. The psychological experience of feeling undeserving of accomplishments and the subsequent constant fear of being exposed as a fraud plague all levels of seniority in the workplace, and research has shown it to actually increase as one becomes more experienced. This is likely due to the fact that individuals tend to overestimate the abilities of their peers and underestimate their own capabilities in comparison. Importantly, such feelings can emerge in any and all areas of a person’s life, and are not restricted to the workplace.
Overcoming imposter syndrome, and empowering others to do the same, is achievable with deliberate and continuous effort. Recognizing the different types of imposter syndrome allows us to identify them materializing in ourselves and others, allowing us to diminish them. In moderation, many of the traits are positive, reminding us that we care about the things we are doing and want to do our best. However, setting unattainable expectations for ourselves and feeling hopeless and unworthy when we fail to meet these unachievable standards is exhausting and takes a toll on one’s spirit.
The perfectionist
Perfectionism is often paralyzing, and for some individuals who suffer from this type of imposter syndrome, it can simply be a more palatable name for procrastination. These individuals view one minor flaw in an otherwise seamless performance as equating to failure, which in turn leads to high levels of shame. Such people set unrealistically high standards for themselves and often have trouble delegating as they require complete control over everything. The participation in over-planning, over-preparing and over-thinking often results in very little actual transpiring; at some point, it’s important to simply begin and try one’s best. Of course, regardless of the results and successes they experience, these individuals always feel they could have done better. As leaders in the workplace, it is important that we recognize whether we possess perfectionism tendencies, as research indicates that psychological safety for workers is diminished in such instances.
Top tip: Applauding the small wins and celebrating the effort are a helpful way to diminish these feelings in ourselves and others. The “all or nothing” mentality that debilitates perfectionists can be dismantled by focusing on the positives in the everyday and by applauding effort.
The expert
According to the expert, to not know everything is to know nothing. Of course, nobody, regardless of skill set or experience, can know absolutely everything. However, these individuals set themselves up for failure by viewing themselves as unqualified or uninformed if they do not know something. Due to viewing competence in terms of how much they understand, in the workplace these are the colleagues who often shudder at the thought of being viewed as “in charge” and regularly dismiss their achievements, strengths or abilities.
Top tip: As a mentor, embracing vulnerability and admitting when we do not know something ourselves promotes a culture where it is understood that nobody has all the answers.
The soloist
Soloists feel that, in order for a project to be a success, they must do everything on their own. These people tend to be hyper-independent to a fault and struggle to collaborate and trust others. Perhaps due to being let down previously by others, these individuals struggle to ask for or receive help, which frequently leads to burnout and feelings of isolation. By prioritizing the needs of others or a project instead of their own, these are the workers who work through lunch or do not take their paid time off because they feel that without them working, things will not get done.
Top tip: Reminding ourselves and others of the importance of work-life harmony is critical. When leaders and mentors model behavior such as spending time with loved ones, embracing their hobbies and not responding to noncritical emails after work hours, others are more likely to emulate these actions, allowing themselves to reap the benefits of less stress and a sense of community.
The natural genius
When I was a child I decided I wanted to learn to play the drums. It looked easy enough, but on discovering it required a high level of skill, I immediately decided I no longer wanted to embark on that journey. The natural genius feels like if they have to try at all to master a new skill, they are a failure. Of course, if we are not putting ourselves in positions to learn and grow, our true potential is stagnated. Early in life or in their career, success has likely come relatively easily for these people, and this has resulted in a shortsighted view of success. Perhaps if I had stuck it out with my drumming lessons I would be in a completely different career right now – we will never know. I do know, however, that the constant pressure to be the best with minimal effort sets these people up for feelings of intense inadequacy.
Top tip: When complimenting others, it is easy to use generalizations, which can inadvertently increase feelings of imposter syndrome. Instead of calling a team member “the smart one” or “the techy one,” we can simply ask a question or request help with our device. This tactic helps others to feel valued for more than their professional skills, allowing them to try new things and put in effort.
The superhuman
When a new team is formed at work, this person joins it. When a friend is having a party, they’re planning it. When their child has a bake sale at school, they’re making a variety of delicious treats. This person feels a strong need to be involved in absolutely everything simultaneously. By struggling to say no and being consistently afraid of letting others down, these individuals cannot give every project or person in their life their undivided attention because they are simply involved in too much at once. Research shows that women disproportionately shoulder formal and informal caregiving responsibilities such as housework and child and elder care. For example, a recent study in Australia found that women spend, on average, 18 hours cleaning at home each week, compared with the 12 that men spend. Women can therefore be susceptible to falling into the superhuman trap due to the inherently caring nature that many women possess.
Top tip: Comparison is often the thief of joy and, although we do all have the same 24 hours in a day, we do not all have the same resources or bandwidths. We must ensure that we are not buying into toxic hustle culture, are using social media mindfully and are recognizing that people share only a deliberately curated highlight reel. By reminding ourselves of these facts, we are less inclined to feel guilty for doing the things that recharge and energize us, which will help reduce these feelings of inadequacy. Try thinking of yourself as a loved one does and you’ll quickly realize that we are our own harshest critics.
By understanding what imposter syndrome looks like for ourselves and others, we are able to address it and call it out. Using common language creates a culture of acceptance where people can openly talk about struggling with imposter syndrome. If mentors and leaders can admit to these tendencies, it normalizes what is, unfortunately, a ubiquitous experience. Being intentional in reminding ourselves and others that to be human is to be fallible, and that the unknown allows for creativity and innovation, will diminish feelings of fraudulence.
All we can do is strive for our best, however that looks in that hour or day, without feeling shame or fear, and encourage others to do the same.
Holly Stevenson is the director of diversity, equity, inclusion and belonging at Optimae LifeServices. She was awarded her Ph.D. in philosophy from the University of Iowa in 2021, and is a published author and regular speaker on topics including intersectionality and inclusive leadership. In a volunteer capacity, she serves as co-chair of Inclusive Iowa and is on the executive board of Lavender Legal. She was also the youngest honoree in the Corridor Business Journal’s Forty Under 40 Class of 2024. Originally from Scotland, Stevenson is passionate about facilitating crucial and courageous conversations, and being a voice for the silenced.
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