Is it a real psychological phenomenon or an excuse?

Imposter syndrome is a well-documented psychological phenomenon, especially prevalent among business leaders and high achievers. It represents persistent self-doubt and fear of being exposed as a fraud, even in the face of obvious accomplishments.

While its impact is significant, impostor syndrome also raises subtle questions about its impact on business behavior, especially when it is perceived as a barrier or excuse to avoid challenges.

Psychological turmoil does not occur in isolation. Research has revealed its prevalence across industries and roles. According to a report by Harvard Business Review, 78% of business leaders surveyed reported experiencing impostor syndrome at work, and 75% of female executives have experienced impostor syndrome at some point in their career. He says he has faced the syndrome before. Furthermore, almost 62% of knowledge workers around the world regularly face impostor syndrome.

These statistics make it clear that impostor syndrome does not discriminate based on seniority or expertise. From new hires to seasoned executives, this self-doubt is pervasive in success, clouding individual performance and organizational progress.

Impact on performance

The impact of impostor syndrome on business performance is profound and multifaceted. Key challenges include:

Decreased self-confidence: People with imposter syndrome often underestimate their own abilities, which can lead to hesitation in decision-making and reduced leadership effectiveness. Procrastination and fear of failure: The constant fear of being exposed as inadequate can lead to late work delivery, reluctance to take bold steps, and slow down innovation and productivity. may be inhibited. Avoiding growth opportunities: Employees and leaders may shy away from new challenges or demanding assignments, limiting their personal and professional growth. Underperformance: This mindset can result in high-potential talent being satisfied with low standards, perpetuating a cycle of untapped talent within the organization.

Imposter syndrome as an excuse

Imposter syndrome is definitely a real challenge, but it often serves as an “acceptable” reason for not facing risks or accepting change. The following scenarios do not delegitimize impostor syndrome, but they do highlight how imposter syndrome can intersect with personal and organizational inertia.

Risk avoidance: Some people may cite imposter syndrome as a reason to avoid exploring new markets or investing in untested strategies. This negative attitude can hinder growth and stagnate business development. Resistance to change: Leaders may resist organizational change and justify their resistance based on lack of confidence. They inadvertently limit the potential of their teams and companies by holding on to what is familiar. Lack of initiative: Employees may refrain from taking on new responsibilities or promotions, blaming their hesitance on impostor syndrome, even if they have the qualifications and abilities needed to succeed.

Counterargument: Imposter syndrome is not a choice.

It is essential to recognize that impostor syndrome is not a voluntary mental state. Its roots often lie in deeply ingrained psychological patterns and environmental factors such as:

• Overachievers: Perfectionists and overachievers are especially vulnerable because their internal standards often exceed external expectations.

• Systemic bias: Women and people of color frequently face imposter syndrome, which is amplified by societal and systemic biases that make them doubt their abilities and sense of belonging.

• Toxic work environment: A culture that emphasizes competition over collaboration can exacerbate self-doubt.

The role of leaders in dealing with impostor syndrome

Leaders need to recognize that impostor syndrome reflects systemic and psychological complexity, not simply a reluctance to grow or change.

Effectively managing the mental state of people in your organization requires a proactive and empathetic approach. Leaders are critical in creating an environment where individuals feel empowered to overcome these challenges. Here’s how:

Foster a supportive culture: Normalize conversations about impostor syndrome and reduce stigma. Encourage open dialogue and create a safe space for employees to express vulnerability without fear of criticism. Provide development resources: Provide coaching, mentoring, and mental health support tools. These resources can help individuals build resilience, reframe negative thoughts, and develop confidence in their abilities. Recognize systemic challenges: Address biases within organizational systems that disproportionately impact certain groups. We focus on fairness and representation to ensure a level playing field for all employees. Encourage calculated risks: Foster a culture that values ​​experimentation and learning from failure. By rewarding effort and innovation, leaders can help individuals embrace challenges without fear of inadequacy.

Imposter syndrome should not be dismissed as an excuse, but leaders must balance empathy with accountability. While it’s important to recognize the psychological weight of impostor syndrome, it’s also important to foster a culture where individuals feel supported and empowered to go beyond their comfort zones.