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I was facilitating a seminar recently and a conversation arose about imposter syndrome. While the group knew the definition of imposter syndrome, it was hard to discuss the impact of imposter syndrome on the work environment. So, I thought it might be a good time to learn a little more.
I reached out to Laura Lomeli, Ph.D., principal executive advisory consultant at BetterUp, to see if she would share her knowledge with us and thankfully, she said yes. Laura earned her Ph.D. in industrial and organizational psychology from Texas A&M University. She is passionate about building organizational systems that transform lives and organizations. In her role on the executive advisory team at BetterUp, she leverages this passion to design and deliver executive experiences that drive transformation efforts across industries.
In her career, Laura has focused on designing talent solutions, aligned with the organizational strategy, to improve the employee experience at Fortune 500 and start up organizations. She has served as an internal strategic talent partner driving organizational efforts to improve structure and operations, as well as employee engagement, across retail and corporate functions with some initiatives impacting as many as 1 million employees upon rollout.
Please note, the information in today’s article is for informational and educational purposes. It is not a substitute for professional medical advice. If you have any specific questions, you should consult with a healthcare professional.
Laura, thanks for being here. Let’s start with a definition. What is imposter syndrome?
[Lomeli] Even the most accomplished people sometimes struggle with self-doubt. For many of us though, acknowledging and appreciating successes can be really tough. BetterUp defines imposter syndrome as ‘the condition of feeling anxious and not experiencing success internally, despite being high performing in external, objective ways’. This condition, marked by a persistent sense of inadequacy, often makes people feel like ‘a fraud’ or ‘a phony’ and causes them to doubt their abilities.
While there isn’t a checklist for imposter syndrome, it does have some telltale signs. These include constant self-criticism – especially over past mistakes, undervaluing contributions, attributing successes to external factors, and generally lacking self-confidence.
How does imposter syndrome impact us personally? Professionally?
[Lomeli] If we don’t address imposter syndrome, it can lead to a downward spiral of low self-esteem, heightened anxiety, and depression. This affects our personal wellbeing, sense of fulfillment, relationships, and overall satisfaction with life.
These negative feelings can then spill over into our professional lives, impacting our performance, stifling our growth and career progression, and reinforcing our preconceived notions of inadequacy. We may shy away from opportunities, avoid networking, or sabotage our own success — all because we fear we’re not good enough. This doesn’t just affect us; it impacts our teams too. That’s why it’s so important to recognize and address these feelings.
By fostering self-compassion, resilience, and authenticity, we can break free from imposter syndrome and unlock our true potential, both personally and professionally.
What I love about the power of coaching is that through coaching, individuals are able to use the tools they learn to help them stand stronger and taller in who they are and show up more powerfully as who they are.
Does company culture play a role in imposter syndrome? If so, what does that look like?
[Lomeli] Absolutely. Company culture and systemic influences, like biases, play a huge role in the spread of imposter syndrome at work. For example, when a company reinforces stereotypes, puts employees down, or treats people differently based on factors like class, religion, or race, it increases stress and self-doubt. This creates the perfect environment for imposter syndrome to take root.
These biases can also lead to tokenism, making under-represented groups feel like they don’t belong. This creates pressure for them to set higher standards to prove their worth. If these issues aren’t addressed, imposter syndrome can become deeply ingrained in the company culture, its teams and in employees’ psyches.
As individuals, how can we recognize the signs of imposter syndrome in ourselves?
[Lomeli] Imposter syndrome can be deeply rooted in everything from small behaviors to major decisions, so individuals are actually in a great position to also address it themselves. There’s no single way to tackle imposter syndrome, but being open to self-reflection and willing to work on ourselves are key steps.
When you self-reflect, think about whether you consistently undervalue your contributions, attribute your successes to external factors, sabotage your own success, set unrealistic expectations and deadlines, or constantly fear not meeting expectations. If you notice these patterns in yourself while still achieving measurable professional success, you might be dealing with imposter syndrome.
How can I support colleagues who might be experiencing imposter syndrome, especially if they are reluctant to voice their struggles?
[Lomeli] Supporting colleagues who are struggling with imposter syndrome can be tricky given the nuances of each case, and the level of support we can offer really varies from person to person. However, there are some actions that can help you support your colleagues. You could walk them through a journaling exercise to help set realistic expectations around their workload, empathize by acknowledging your own knowledge gaps, encourage them to keep a list of achievements to refer to when they’re feeling unsure, and help them practice confidence.
Ultimately, there are limits to how much you can support your coworkers with their imposter syndrome. Ultimately, addressing it requires their personal commitment, and if it’s a systemic issue, it might need broader organizational changes.
As a manager, how can I support / coach a team when I see signs of imposter syndrome?
[Lomeli] Many managers might not realize it, but as the keepers of organizational culture, they’re in a unique position to address imposter syndrome at both the individual and team levels.
At an individual level, managers should avoid comparing team members’ performances. Instead, they should recognize each person’s unique skills and talents and offer one-on-one support for those experiencing imposter syndrome. Leading with empathy is crucial. Small actions like providing opportunities to build confidence, and recognizing individual wins can help team members grow without spiraling into self-doubt.
There are several ways to set the tone for your teams and encourage transparency and vulnerability. Normalizing conversations about imposter syndrome, encouraging diverse voices and perspectives in team meetings, and showing confidence in your team’s abilities by appreciating successes and guiding them through failures are great ways to inspire a supportive culture within teams and encourage sustainable individual and team growth.
Last question. How can human resources professionals help their organizations manage imposter syndrome?
[Lomeli] Most HR professionals know that closed-minded, cutthroat, and biased work environments are perfect breeding grounds for imposter syndrome. HR leaders have a crucial role in getting leadership on board to prioritize employees’ well-being and performance. Providing mental health resources, personal and professional growth opportunities, virtual coaching, group support, and leadership training can drive organization-wide change.
HR leaders also need to create an environment that fosters inclusion, belonging, and advancement for everyone. This means addressing issues like tokenism and its role in fueling imposter syndrome. Whether through manager bias training, workshops, or team-building activities, building a supportive and equitable company culture from the top down is one of the most challenging, yet impactful ways HR leaders can combat imposter syndrome in the workplace.
I want to extend a huge thanks to Laura and BetterUp for sharing their knowledge with us. If you want to learn more about the power of coaching, be sure to check out the BetterUp events and resources page. It was great to hear Laura talk about the role that managers play in organizational culture and team development. This can have an impact on how individuals feel about their performance.
I totally agree with Laura’s comment about how even the most accomplished people can struggle with self-doubt. It’s important to recognize our successes, even the micro victories. Each of us needs to find a self-awareness and self-discovery approach that works for us. Ultimately, it will help us succeed both personally and professionally.
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