By: Marcus Canady, Founder/CEO, Canady Leadership Group
“If you hear a voice within you say ‘you cannot paint,’ then by all means paint, and that voice will be silenced.” – Vincent Van Gogh
Think about a time recently when you doubted yourself or questioned your own abilities. That feeling is common. Many people suffer from imposter syndrome – a struggle that has been a part of management discussions since psychologists Pauline Rose Clance and Suzanne Imes identified it in 1978. Imposter syndrome involves “doubting your abilities or feeling like a fraud” or “the idea that you succeeded due to luck, and not your talents or qualifications.” The people you lead need your help to deal with imposter syndrome effectively, so they can experience well-being and success at work. Here’s how leaders like you can help people overcome imposter syndrome.
People who are struggling with imposter syndrome can take some actions to help themselves. For example, Forbes magazine published an outstanding article in 2023 that listed five things people can do to ward off questioning their own worth. These five things are:
- Change your thought patterns
- Separate inexperience from inability
- Acknowledge your accomplishments
- Confide in a trusted source
- Be kind to yourself
These are definitely helpful choices for people when stepping into a new role or assignment. Doing these things can help them show up every day with the confidence of knowing they are right where they should be.
However, something is missing. No one should be left alone to climb that mountain called confidence. They should be joined by their manager or supervisor that has chosen to be a leader and accompanied on their journey to that mountain peak. Articles telling managers and supervisors what they should be doing in these moments to show up as leaders are scarce. The 2021 Harvard Business Review article “Stop Telling Women They Have Imposter Syndrome” does address what people in positions of authority can do to help. I smiled when I read: “Leaders must create a culture for women and people of color that addresses systemic bias and racism. Only by doing so can we reduce the experiences that culminate in so-called imposter syndrome among employees from marginalized communities — or at the very least, help those employees channel healthy self-doubt into positive motivation, which is best fostered within a supportive work culture.” This discussion about what leaders should be doing needs to happen more.
It is not hard for people in supervisory positions to learn about imposter syndrome. Some of those people simply have to think about their own experience with it as they climbed the corporate ladder. A person can easily research and learn how this syndrome impacts women of color more often than other individuals. So, if they can learn about it, they also should be told what to do to help their employees push past it.
Ways to Help the People You Lead Overcome Imposter Syndrome
Stop telling people to fix themselves. Exercise intrusive leadership and start doing these things as a leader, instead.:
Address imposter syndrome directly. When people first begin their employment, supervisors should welcome them with words of affirmation. “You belong here” or “You add value to our team” are phrases that speak right to that self-doubt. When they are introduced to the team, managers should be the one to highlight their previous accomplishments or qualifications. People shouldn’t have to affirm themselves when they just spent weeks or months doing that when interviewing for the job. Managers know why they hired this person for the position, so managers should do everything in their power to ensure a seamless integration.
Be mindful of when imposter syndrome could exist. Leaders need to know what imposter syndrome is and where it is likely to creep up. The HBR article mentioned earlier talked about how imposter syndrome impacts women and people of color differently. Know that and look for it. Do you have women and people of color on your team? Pay attention to how quickly they offer opinions or perspectives in meetings. How do the other members respond when they do? As a manager, do you know them as well as you know everyone else? Are you intentional about making them feel included?
Create a safe space for diverse perspectives and differing opinions. Everyone knows that diverse teams outperform non-diverse teams. It has been researched and documented thoroughly. Yet, people still hesitate to bring forth a different opinion or perspective forged from their own personal experiences and backgrounds. A team can’t benefit from their diversity if everyone at the table just acts like everyone else, or is quick to concede. Healthy and respectful debates over recommended courses of action produce better outcomes. Knowing this, managers need to create a safe space for people to be different or disagree. Publicly thank people who had the courage to offer a counter argument. Your team can make decisions while also acknowledging different perspectives at the same time. Tell your team that you want to hear when they disagree with something or when they see an area for improvement, and then thank them when they tell you so.
Act against discrimination. Unfortunately, discrimination is a reality in workplaces. Managers need to be conscious of their own potential biases and the biases of others. Whenever they sense biases, they should address the issue. A number of people suffer from imposter syndrome because the “system” has fed into that self-doubt and potentially created it. Pay attention when a woman makes a valid point that is ignored, only to be validated when that point is restated by a male counterpart. Be mindful when someone routinely interrupts their co-workers or undermines their opinions. Don’t let these things go unchecked. Correct that abusive and demeaning behavior on the spot. Ensure that your organization provides career-enhancing opportunities in equitable ways and recognizes accomplishments fairly.
Have an imposter syndrome conversation. When you sense that one of your employees could be suffering from imposter syndrome, have the courage to talk about it. The fourth item listed in the Forbes article mentioned earlier was “Confide in a Trusted Source.” Why can’t that trusted source be the manager? It is possible, and should be a goal for every manager, to build trusting relationships with their employees so they feel comfortable discussing personal battles they might be having. This will take some effort and might take some time, but managers need to take intentional actions to let their employees know that they care about them in an authentic manner. Managers see what might be holding employees back. They should be willing to lean in when support is needed. When you notice that employee being silent in meetings, rarely offering their opinions, or working tirelessly to meet their perfectionist standard, don’t ignore it. Schedule a time to talk – specifically about imposter syndrome. You might accurately diagnose the issue. You might potentially misdiagnose it. However, you need to overcome that fear of misdiagnosing the issue versus remaining comfortable while one of your employees suffers in silence.
In conclusion, helping people overcome imposter syndrome requires courageous action, and that is what you must do if you want to make a positive impact as a leader. Don’t let your employees fight imposter syndrome alone. Be right there with them every step of the way until you all enjoy that breathtaking view at the peak on top of that mountain called confidence.
Additional Resources
Learn more about imposter syndrome in this HBR.org article.
Order the only book on intrusive leadership, Intrusive Leadership, How to Become THAT Leader, here.
Hear more from Marcus Canady on this podcast.
Write one of these Thriving Together Series features! We’re looking for contributions on all topics related to well-being. Read other Thriving Together Series articles here and contact us at cwb@gmu.edu for guidelines. Thank you for helping our Mason community thrive together online!
