Two Reasons Why Imposter Syndrome is Highly Problematic—But Can Also Propel Us Forward

Every new client I work with gets asked:

What’s holding you back from achieving your goals? 

And by far the most common answer is: Imposter Syndrome.

Imposter Syndrome is the feeling that you're unworthy of the opportunities you've been granted—that you've gotten lucky or tricked everyone around you into thinking you're competent or smart enough.

Despite any success and accolades, you still feel like you're fooling everyone, and at some point they'll realize the mistake and find you out. You're forever doubting your abilities and waiting to be exposed as a fraud.

I see it especially in people who are stepping into new levels of leadership and responsibility or into a new work environment. 

The term was developed by clinical psychologists Pauline Clance and Suzanne Imes in the 1970s, but it's caught on more and more since the 2000's, exploding in 2019.

These self doubts are isolating—beliefs of incompetence thrive on the loneliness of believing you're the only one who feels this way.

When my clients learn about Imposter Syndrome, I see their shoulders come down. I see relief.

There is something so comforting about having a term for it and knowing that they're not the only one.

At the same time, I have concerns about the term itself: "Imposter Syndrome." It sounds like a disorder, an out of the ordinary affliction suffered by some.

I believe we need to stop pathologizing these self doubts.

Instead, we should call them imposter thoughts.

Everyone has imposter thoughts (except really arrogant people with low emotional intelligence, who definitely wouldn't be taking the time to read an article about imposter syndrome).

These fraudulent thoughts can be chronic and pathologic for some, but for most of us, imposter thoughts are simply part of doing meaningful work. They're part of being a person who cares, who recognizes their work as important, and wants to do right by others.

The question shifts from "Why do I suffer from this syndrome?" to "How do I want to respond to these imposter thoughts?"

Here's some great news: New research from Basima Tewfik, an assistant professor of Work and Organization Studies at MIT, finds that people who wrestle with imposter thoughts are actually better at their jobs!

The research shows that people with imposter thoughts weren't, in fact, any less competent than others—they just thought they were. Because of this "perceived competence gap," people with imposter thoughts put in extra effort to communicate and connect with others—they're more empathetic, ask good questions, and are better listeners. Their interpersonal skills set them apart. 

I love what organizational psychologist Adam Grant has to say about this: “Those doubts are normal and even healthy. Instead of holding us back, they can propel us forward."

Imposter thoughts can only propel you forward when you tap into confident humility—the recognition that while you don't know it all, you believe in your ability to learn. (I think I may need to get that tattooed on my arm..?)

What would happen if you shifted from suffering from imposter syndrome to practicing confident humility?

So far, Imposter Syndrome sounds like an issue for individuals to manage within themselves. And that's a part of it. But just a part.

The recent article, Stop Telling Women They Have Imposter Syndrome in Harvard Business Review, argues that it's time for companies to recognize the role that they play in supporting systems and biases that plant seeds of doubt in women, especially women of color.

Authors Ruchika Tulshyan and Jodi-Ann Burey encourage us to totally rethink imposter syndrome as a systemic issue:

Doubts about our competence are affected by the recognition, opportunities, and validation we receive at work. Those come in the form of feedback, roles, and role models—seeing examples of success in others who are like us. In general, white men are affirmed for their competence, contributions, and work style (which likely fits within the dominant norms of patriarchal white supremacy culture).

Imposter thoughts are just another way that women—especially women of color—have equal or even greater competence to their male coworkers but have to work twice as hard to succeed.

So let's do it. Let's rethink Imposter Syndrome. Here's how:

At the individual level:
Let's accept imposter thoughts as an ordinary part of doing meaningful, impactful work and embrace our confident humility.

At the company and systems level:
Let's consciously invest in the advancement of diversity, inclusion, equity, and belonging in the workplace so that a variety of work styles and leadership styles are seen, recognized, and valued.