"You don’t belong here; they’ll find you out!”

In today’s high-velocity corporate world, the silent spectre of imposter syndrome looms large, particularly over women who ascend the precarious rungs of the corporate ladder only to find themselves shadowed by self-doubt. This pervasive issue, where capable individuals teeter on the brink of feeling like frauds despite towering achievements, demands more than a cursory nod from leaders. It calls for a robust, thoughtful response.

Leaders who rise to this challenge support equity and ignite a powerful catalyst for innovation and loyalty. In this blog, we’ll address what workplaces can do to create places where everyone can thrive and not just survive.

Internal conflict and imposter syndrome

In the high-stakes theatre of the modern workplace, a threat is gaining prominence and shaping the inner narratives of countless professionals. Dubbed 'imposter syndrome' by psychologists Pauline Rose Clance and Suzanne Imes in 1978, this phenomenon is not an officially recognised mental disorder, yet it wields enough power to instil a deep sense of self-doubt among the capable and accomplished.

Individuals afflicted by this condition are plagued by a persistent internal dialogue that bombards them with doubts about their achievements, pushing them into a relentless pursuit to prove their worth, lest they be unmasked as frauds. This internal conflict is akin to a background application on a smartphone—subtly draining, yet not wholly debilitating, it saps the mental battery over time, potentially leading to significant emotional distress. 

A wholesale shift towards creating inclusive, supportive workplace ecosystems

The roots of imposter syndrome are not just personal; they are intricately woven into the very fabric of our professional environments, exacerbated by systemic biases such as racism, classism, xenophobia, and rigid gender norms. These forces combine to disproportionately impact underrepresented groups, casting long shadows of doubt that can hinder professional growth and satisfaction. Ruchika Tulshyan and Jodi-Ann Burey have argued that addressing imposter syndrome isn’t merely about bolstering individual resilience but requires a wholesale shift towards creating inclusive, supportive workplace ecosystems.

As the Head of Happiness at Laughology, my career is dedicated to dissecting and understanding the nuances of human behaviour and creating positive and productive workplace cultures. However, expertise does not render one immune to the clutches of imposter syndrome. A recent encounter—at a high-level meeting overseas—served as a poignant reminder of this vulnerability. Confronting not just the task at hand but also cultural and linguistic barriers, I found my confidence wavering, a quiet voice inside repeating, “You don’t belong here; they’ll find you out.”

This scenario is not unusual, particularly for women navigating the terrain of male-dominated industries where biases are not just occasional but systemic. Small, seemingly innocuous comments can gradually erode self-assurance, transforming external scepticism into a personal chorus of doubt.  Continuous subtle biases and overt comments can erode your confidence over time, from hearing "You don't look like a CEO" to "Women can't command a room." These external voices gradually internalise, morphing into your own doubts.

Addressing these self-doubts

Recognising the signs of imposter syndrome is not just useful but essential. Symptoms like a pervasive fear of failure, difficulty in accepting praise, or a propensity to set dauntingly high standards for oneself  (I should imagine many women reading this are nodding at these behaviours) are telltale markers.

Addressing these doubts requires more than just recognition—it demands active confrontation. Challenging self-doubting thoughts, preparing thoroughly for professional engagements, and knowing it’s okay to feel insecure - after all, it’s part of how we develop.  And while reminding yourself being well-prepared is important, it's okay not to have all the answers.

As someone who specialises in cultural and behavioural change, I have learned to accept that I don’t have a magic wand to solve every challenge, and some people are just d!cks.  Yes, sometimes some leaders are the problem and that can’t be fixed. What’s the opposite of imposter syndrome – ego mania syndrome?

Control the controllable

However it’s about what’s in your control. Practising simple methods like controlled breathing and deliberate pausing before reacting can serve as powerful tools to manage anxiety and improve communication. Regular application of these techniques can help mitigate self-doubt and help you feel calm and in control.

Supporting others who wrestle with imposter syndrome can help reinforce one's own defences too. Creating a culture that celebrates learning and curiosity over mere achievement can empower everyone to accept their imperfections and embrace a journey of continuous professional development. Sharing personal experiences can also normalise feelings of self-doubt, creating a more supportive and empathetic workplace environment.

For those of us in leadership positions, it’s also about turning inward and offering ourselves the same compassion and encouragement we extend to others. Reflecting on past successes helps recalibrate our internal narratives, allowing us to view ourselves as the competent professionals we truly are. Moreover, using personal moments of doubt as catalysts for growth rather than signs of weakness can lead to profound personal and professional development.

Thus, imposter syndrome, while daunting, is not insurmountable. With the right tools, strategies, and support systems, it can be managed and even harnessed to fuel personal growth and bolster workplace inclusivity.

About the author: Laughology’s CEO, Stephanie Davies, is one of the UK’s leading voices in happiness and engagement in organisations. She has an unsurpassed reputation for designing and delivering interventions for top-performing teams across a range of sectors and has developed Laughology into the nation’s most talked-about training and development provider.  She also has the smallest little fingers of any human being ever and can often be seen walking a cat on a lead in the Surrey village where she lives.