Have you ever felt that you didn’t have the skills to do your job and panicked that your colleagues would find out? If you’ve ever believed that you didn’t measure up to others’ expectations, chances are, you’ve experienced “impostor syndrome.” The overwhelming feelings of doubt that accompany this mindset can be professionally immobilizing. What’s more, they can establish a downward spiral in which your worries about being incompetent become a self-fulfilling prophecy.
Insecurity and the feeling that you are a fraud do not lead to a positive workplace environment in which all employees thrive. On the surface, it may seem that this is an individual issue, but the culture of a workplace or industry can either promote or dissipate these beliefs. That means there are steps that employers can take to prevent it. Here are some ways to discourage this destructive thinking pattern among your employees.
- Empower Managers to Identify and Mentor Employees
It’s important for managers to be trained to notice the signs of impostor syndrome and empowered to act on behalf of their direct reports. Offering encouragement, setting up coaching sessions, and finding the individual in question a mentor are all actions that can help people find their footing. This can also help employees identify and prepare for situations that trigger these attitudes.
Remember, up to 70 percent of employees self-report experiencing impostor syndrome at some point during their working lives. Therefore, it is a good bet that no matter what kind of mentoring and professional development you offer to help employees become more resilient, it will not fall on deaf ears.
- Make It Part of the Conversation
It’s quite common for people to feel like impostors at some point in their careers. For example, starting a new job can cause people to doubt their competence—at least until they start to feel comfortable in the role. Individuals who are high achievers sometimes hold themselves to an unreasonable standard and, therefore, are more prone to doubting their capabilities. If a new hire has moved across the country for their position or if they represent a minority in the workplace, they may feel they have to excel at work.
Being honest about your own experience with impostor syndrome, if you have anecdotes that you are comfortable sharing, can really be helpful for people who are struggling. Naming it demonstrates that it happens to everyone and that it can be overcome. Beginning a dialogue can motivate others to recognize when they might be experiencing insecurities and implement coping mechanisms as appropriate.
- Praise Good Work and Provide Professional Development Opportunities to Everyone
Employees benefit from structured performance reviews and regular feedback to ensure they have the knowledge they need to do their best. Your company should engage in career planning that includes internal growth opportunities and helps team members build more confidence and broaden their skill sets.
Professional development is an indication of faith in your employees’ aptitude. This gives them a chance to check their fears at the door and can inspire them to advance their learning, take on more ambitious responsibilities, and go further in their vocation.
- Set the Right Expectations
There will always be people who pride themselves on going above and beyond. However, it’s important to pay attention to the message this sends. By praising people who are clearly not maintaining a reasonable work-life balance, you’re suggesting that all employees need to meet this standard to be valued.
This sets a clear path to a dysfunctional culture where more people may experience impostor syndrome over time. Instead, identify any staff members who routinely overwork and help them to change their behavior. These could be some of your employees with an impostor mindset.
- Interrogate Your Own Biases
People in leadership positions must work constantly to identify, confront, and overcome their own biases. This involves considering all qualified employees for a coveted assignment or new project. Research indicates that people from minority or underrepresented backgrounds do not receive the same professional opportunities as their counterparts.
Be judicious about giving accolades to specific individuals. You may inadvertently be ignoring the accomplishments of other deserving employees. Doing so can lead these staff members to feel like impostors and unworthy. Instead, celebrate the efforts of teams.
Bill Malloy 