Working from home and social distancing may be contributing to the increasing growth of a well-known syndrome. With reduced interactions, there is certainly less recognition being received, be it applause at the end of a meeting or pats on the back and high-fives. Consequently, those that have some self-doubt may be questioning themselves even more, asking the question “do I deserve to be here”? This feeling of unworthiness or feeling like a fake is known as imposter syndrome.

This concept was first identified in the 1970s by psychologists Suzanne Imes and Pauline Rose Clance, who used the term “imposter phenomenon” to characterize a feeling of “intellectual phoniness” in female college students. Now persistent self-doubt, and belief that “I don’t deserve to be here”, is characterized as imposter syndrome.

It is difficult to estimate the percentage of people who “suffer” from this syndrome. However, a recent global survey by Asana, a workplace application tool found that 62% globally experience imposter syndrome.

Undoubtedly, there is a higher percentage of people having fleeting moments of feeling unworthy of praise/accolades/promotions, however, do not necessarily label it as imposter syndrome.

Based on this statistic, it is arguable that this state of questioning oneself is normal; everyone at times does (or should) question themselves. It is a good check and balance between humility and unquestioning decisiveness.

A simple litmus test is how you accept compliments. Do you explain away the compliment, provide a self-deprecating response, or outright reject the compliment with a comment of “I was just lucky”. The mild end of the spectrum is having, potentially, too much humility.  The more severe and impactful end is when this syndrome goes far deeper, and the feeling of “being found out ” creates psychological effects that impact actual performance. This can then become self-perpetuating.

Everyone does (or should) have occasional doubts. Effective leaders have emotional agility to work through these thoughts. Here are some tools to help you obtain the right balance:

• Watch your language. Accept compliments and don’t deflect. Say “thank you”. Don’t undermine your own achievements or, for that matter, undermine the person who gave you the compliment.
• Recognize your patterns of when these feelings arise. Investigate what is triggering this. Is it a person, an environment, or a situation? Be prepared next time.
• Label your thoughts as just that, a thought or unfounded data-less emotion.
• Be careful that imposter syndrome does not trigger behaviour that re-enforces the feeling. Such as speaking up on a topic that you have limited knowledge of because, as “everyone else in the group spoke up”, so must I.
• See mistakes as just that and not an intrinsic flaw in your ability. Learn from them; do not let them become baggage.
• Keep evidence of your successes. Create a journal. When you dip, review the evidence for examples of accolades confirming your capability. Be your own biggest cheerleader, instead of your harshest critic.
• Never solicit what you hope will be confidence boosting feedback – it will do exactly the reverse when it does not come.
• If you are in a space of self-doubt, create room to reboot and re-program your mindset, so you do not carry this negative emotion from one meeting to the next.

Don’t expect to “get rid of it”. Use these approaches to mitigate the impact, so that it is a sensation that is easy to live with. Get used to these fleeting thoughts with confidence that they are just that; a thought.

Impactful Leadership specialises in working with leaders to deal with all of the issues that arise through leading in complex environments. Contact us to find out more.

Credits: featured image – Photo by Nik Shuliahin on Unsplash.