What if Imposter Syndrome Wasn't a Bad Thing?
By Ruth Sloss, Executive and Leadership Coach
Show me a business leader who has never experienced Imposter Syndrome and I will show you a fibber. Probably. From years of coaching and developing people, I have noticed that the more senior an individual becomes, the more they confess to Imposter Syndrome, self-doubt, or feeling like a fraud.
This observation is supported by data. A 2022 YouGov survey established that 58% of people in the workplace experience Imposter Syndrome. Interestingly, 18% of senior managers experience it, compared to 13% of junior employees.
Reframing the Inner Critic
Imposter Syndrome is typically perceived as a negative force that holds us back. If it becomes extreme, it can lower self-confidence, cause us to question our judgment, and impact our overall effectiveness. However, what if it could be a helpful, positive thing? Consider those 18% of senior managers. It is possible that this feeling drives them to accomplish more, thereby helping them achieve seniority in the first place.
If you think Imposter Syndrome could never be helpful, imagine someone with absolutely no inner critic who believes they are always right. Such individuals risk alienating others with arrogance and making poor business decisions by ignoring alternative opinions.
Imposter Syndrome can keep us self-aware and focused on learning. I once heard self-doubt beautifully described as "a nudge from our learning mind to engage our curiosity and spur us forwards." This is often the primary driver for successful senior managers.
Closing the Gap
When I am coaching those experiencing Imposter Syndrome, we get curious about the gap between their imposter voice and reality. It is in that gap where the learning lies. For example, a senior leader might experience these thoughts in meetings with their executive team. In these moments, we consider three things:
- The negative thoughts: "I get flustered. The executive team looks down on me because I did not attend university."
- The objective facts: "No one has mentioned university. I only got flustered once over some specific data points."
- The learning: "They would probably be offended if they knew I thought this. They need my expertise. I simply need to better prepare my data."
Use these questions when you next experience Imposter Syndrome. Consider it a helpful "critical friend" that spurs your career forward.
"Imposter Syndrome can keep us self-aware and learning. I once heard self-doubt beautifully described as 'a nudge from our learning mind to engage our curiosity and spur us forwards', the driver for those senior managers."
