Impostor syndrome: deal with it and reach your full potential

Psychologists Pauline Rose Clance and Suzanne Imes coined the term “impostor syndrome” in 1978.

Author Gabrielle Dolan.

Psychologists Pauline Rose Clance and Suzanne Imes coined the term impostor syndrome in their 1978 research.

Across five years they studied 150 highly successful professional women across various fields, including women who had attained PhDs, who were respected and had received wide praise and recognition in their industries.

The research highlighted that despite all their outstanding achievements, these women did not experience any internal feeling of success. The women put these achievements down to luck and believed themselves to be frauds or impostors.

The research initially focused on women, with subsequent studies including men.

Through a combination of research and clinical experience, Clance and Imes discovered the phenomenon occurs much less frequently in men, and when it does it is with much less intensity.

Findings also showed impostor syndrome is not about low self-esteem, but feelings of self-doubt are common.

Hence it is likely most people will experience impostor syndrome at some stage in their career, particularly if they are female. And the more success sufferers experience, the more they feel like a fraud.

Impostor syndrome sufferers feel they do not deserve their success or position and believe it is only a matter of time before others realise they don’t know what they are doing or that they are not suited for the job.

Another common trait is attributing their success to luck.

Sufferers often feel they were simply in the right place at the right time or that there was no one else suitable for the role.

Downplaying success is another attribute, saying things such as: “I was just the best of a bad bunch” or “It wasn’t anything; anyone could have done it.”

Impostor syndrome can cause real problems for the individual, the team around them and the company they work for.

Consequences can include a reluctance to take on new responsibilities, projects or promotions due to fear of failure.

This fear of failure leads to a strong risk-aversion, which can result in leaders being reluctant to be their authentic self.

Other consequences include the inability to celebrate or talk about successes, which can have an adverse effect on promotions and other opportunities.

Sufferers tend to have an abnormal reaction to negative feedback or even constructive criticism, which can lead to unprofessional behaviour.

The combination of this and constant worry of being found out can lead to increased levels of stress and anxiety; the downward spiral continues and is not sustainable.

If an individual is constantly burdened with the anxiety that they don’t belong and they will be caught out, they are less likely to have the courage to take a stand, to show vulnerability and to bring their whole self to their leadership … to be real.

While some people may never encounter impostor syndrome, it is a common experience for many at some stage of their career. The first step to break free is awareness. To start becoming mindful of initial and ongoing thoughts, especially when recognised for success through promotions, praise or acknowledgment. But awareness of impostor syndrome can be difficult to detect because of the legitimacy of the feelings.

Without awareness, impostor syndrome has the potential to hold people back.

Thoughts and assumptions can perpetuate the impostor syndrome and stop leaders from reaching their full potential.

Gabrielle Dolan is the author of Ignite: Real Leadership, Real Talk, Real Results.