3 Ways You Can Fight Imposter Syndrome at Work

In a working world where we have seen a significant shift toward the virtual environment, much has changed. Over the last 3 years, organizational leadership has grappled with how to manage remote workers, create connected cultures across time zones, and navigate the nuances of a hybrid workforce.

One thing that hasn’t changed? Imposter syndrome.

In fact, the distance and lack of validation that can be side effects of remote work actually increase feelings of imposter syndrome. Remote employees spend more time in their heads and less time with their colleagues in the office, where a casual nod, smile, or unscripted comment provides instant feedback that they’re doing well.

So, this phenomenon, which impacts women and women of color at disproportionately higher rates, has heightened in recent years, leaving employees second-guessing themselves—and wondering why.

It’s time to reexamine the narrative on imposter syndrome. Here are three tips for employees to start doing just that.

If you feel like an imposter, you are likely a high achiever.

The concept of “imposter syndrome” or “imposter phenomenon” was developed in 1978 by psychologists Pauline Rose Clance and Suzanne Imes in reference to high-achieving women, who, “despite outstanding academic and professional accomplishments … persist in believing that they are really not bright and have fooled anyone who thinks otherwise.”

Yes, read that again. By definition, the term referred specifically to high-achieving women. Further research indicates this has held true over the last four decades, with high performers being the most likely to report imposter syndrome.

The paradoxical truth? If you have fears about being an imposter, you are the least likely to actually be one.

Language matters. Let’s stop calling it imposter syndrome.

This language is problematic because it pathologizes the person experiencing it, making imposter syndrome akin to an illness or internal defect that can only be addressed at the individual level. The language directs employees to scrutinize themselves for insecurities and flaws rather than putting the onus on work environments, cultures, or managers who perpetuate feelings of inadequacy.

Rather than thinking of this as “imposter syndrome,” think of these as “imposter moments,” temporary instances when you wonder if you belong. Much like certain blanket emotions (anger, for example) are the expressions of more nuanced feelings (such as uncertainty or fear), it’s time to look more deeply at the feelings that may be underlying imposter moments.

Ask yourself what feelings are sitting right below the surface. Are you uncertain about a specific project? Do you feel you need more training? Do you need help but don’t know how to ask?

Name those feelings for what they are, and you may discover either a solution or that the problem is not yours to own after all.

It’s not me, it’s you. Take a hard look at your workplace culture.

In almost all cases, imposter syndrome is not the fault of the individual but rather the result of workplace cultures that are embedded with bias. Historically, work environments have favored and been led by a single demographic, which fosters imposter syndrome for anyone who isn’t in that demographic.

In environments where women and people of color have traditionally been the minority, it’s a natural psychological response to wonder how and if you fit in—or if you’ll be “discovered” as someone who doesn’t really belong. This is isolating by its very nature, and research shows that many people who feel like imposters suffer in silence, compounding that sense of isolation.

In my coaching practice, I often hear from women who wonder what they are doing wrong and are questioning why they feel underqualified. In isolation, they come to the conclusion that their self-doubt is intrinsic. I always encourage them to think more broadly: First, what message does their work culture send that tells them they are not enough? Second, it’s important to recognize that imposter moments are fueled by limiting belief systems that have been internalized over our lifetimes.

Therefore, the solution is both internal and external. In order to shift the narrative, we must look at these imposter moments as a call to action, an opportunity to both work on our own limiting belief systems and work on changing the cultures and systems that create these beliefs in the first place.

Renu Sachdeva, Head of Diversity, Equity, and Inclusion – North America, and Executive Coach with Talking Talent.

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