Does imposter syndrome affect your organisation?

Even the most accomplished people struggle with imposter syndrome.

They might be a living and breathing image of success. But they don’t know how to overcome self-doubt. For some people, acknowledging and learning how to overcome it can be really tough. 

Imposter syndrome is a feeling that sits in your stomach. You feel like a fraud and don’t belong in meetings, specific roles or anywhere in your organisation. 

HR leaders know that cutthroat work environments are a perfect ecosystem for imposter syndrome to fester. HR has an important role in helping management become aware of imposter syndrome and to get it right, to foster a supportive work environment, enhance employee confidence, and keep employees moving up the ranks and growing professionally.  

But before we dive into HR’s role and what they can do about managing imposter syndrome, let’s define it and look at how it impacts employees.

Employees with imposter syndrome find it difficult to celebrate their own success and achievements despite being in a high-achieving position or outwardly performing. Employees are marked by a persistent sense of inadequacy, which causes them to doubt their abilities and are met with a constant barrage of self-sabotage.

In other words, it’s about cognitive distortion. An employee doubts their competency or if they deserve recognition, which leads to low confidence. They think someone will pull the rug out from underneath them, and the joke will be on them. 

There are different ways to define and approach this problem, so if you’re still not sure here are some telltale signs to look out for:

• Constant self-criticism 
• Reliving past mistakes
• Undervaluing their contributions
• Discrete self-sabotage 
• Attributing successes to external factors 
• Generally lacking self-confidence.

Personal and professional impact 

On a personal note, imposter syndrome can severely affect an individual's self-esteem, causing them to doubt their abilities and achievements despite evidence of their competence.

It can lead to their mental health spiralling out, and an increase in stress and anxiety as individuals constantly fear exposing themselves as an imposter. This stress often impacts personal relationships, leading to a withdrawal from their day and a low love for life.

These negative feelings invariably spill into their professional life, causing individuals to underperform or self-sabotage by avoiding growth opportunities or work responsibilities out of fear of failure​ and the imposter bubbling to the surface. It can hinder career advancement as individuals might not pursue promotions or leadership roles, believing they are not deserving. Employees will shy away from opportunities—all because they fear they’re not good enough.

So, how can HR help employees break out of this cycle? 

By fostering self-compassion, resilience, and authenticity, you can help employees break free from imposter syndrome both personally and professionally. This means addressing issues like tokenism and tall poppy syndrome and their role in fueling imposter syndrome. 

Address the issue

A big driver is tokenism, where individuals from underrepresented groups feel they are only included to meet diversity quotas rather than being genuinely valued for their skills and contributions. This sense of being a "token" can exacerbate feelings of inadequacy and imposter syndrome.

Another big driver in Australia and New Zealand is tall poppy syndrome. 

Tall poppy syndrome occurs when high achievers are resented or ‘cut down’ by others for their success. It discourages excellence and makes employees fear standing out for the right reasons. HR leaders must address this issue by promoting a culture that celebrates achievements and encourages recognition, ensuring that successes are applauded.

Deal with imposter syndrome

Dealing with imposter syndrome directly by acknowledging and normalising it can empower employees to feel more confident in their abilities and less isolated in their experiences. Openly discuss it and reduce the stigma associated with imposter syndrome to make employees more comfortable seeking support and sharing their challenges with colleagues.

Creating clear documentation or discussing pathways for career progression can empower employees to be more confident in their abilities and future within the organisation.

Remember, even the most accomplished people can struggle with self-doubt. It’s important to recognise employee successes and celebrate even the micro victories.