Do I really have imposter syndrome?

It’s rare not to suffer from imposter syndrome at some point in your career – the nerve-wracking first day in a new role, stepping up to speak to senior stakeholders or giving that big presentation at a conference. But just how helpful is it to give yourself this label?

Could a better way be to reframe your nervousness and feelings of inadequacy as a natural response to an opportunity that is stretching you beyond your comfortable levels of self-confidence? Might this approach make you less hung up on being new to something and boost your confidence? You’re not an imposter – you’re just a newbie to the situation you find yourself in.

Address difficult situations

Donna Sinnick, Chief Delivery Officer at Babcock International Group, says that while “of course, imposter syndrome exists, I think we’ve given it a name and a reason to be there. Have you got real imposter syndrome? No, you’re out of your comfort zone. That’s a good thing, but it’s so easy to say: ‘No, that’s not me and I feel like an imposter.’ My view is that it’s been given a name and it’s been given a place”.

The solution to these feelings of self-doubt? “We all have to put our big-girl pants on. Take a deep breath and say: ‘What’s the worst that’s going to happen?’ The worst that’s going to happen is really not that catastrophic if you think about everything that happens in the world,” she says.

“There will be times when you don’t want to do something, whether it’s a career move, a difficult conversation, a contract negotiation, or telling your sponsor in your business that you’ve got a programme that’s out of control and you need some help.

“And I’ve always had the belief that difficult conversations never get easier by putting them off. So, take a breath and just go for it because, honestly, nothing catastrophic is going to happen by having a difficult conversation or by addressing something directly and first hand.”

Feeling out of your depth

Dame Inga Beale, former CEO of Lloyd’s of London and Portfolio Director, explains that when she was in full-time executive roles imposter syndrome didn’t really exist as a saying.

“However, when I look back at some of the situations I found myself in, I guess the way we think of that phrase today could have described me,” she says. “For instance, attending a global meeting of more than 80 CEOs and being the only female CEO in the room was very daunting. I had to pluck up the courage to speak up and make myself noticed. If that’s what imposter syndrome is, then I certainly felt it.”

“I’ve spoken to several men who also feel that they suffer from impostor syndrome from time to time,” continues Beale. “Maybe we all do in certain circumstances.”

She says she doesn’t know whether the phrase itself needs to change. “Perhaps it does, but my feeling looking back over the 40 years I’ve been working is that I have had numerous times where I felt I was in the wrong place. I questioned how I’d got the job and whether I was up to it. Maybe it’s a feeling we all have at some times.”

Dealing with imposter syndrome

Guy Kawasaki, a Silicon Valley venture capitalist who hosts the Remarkable People podcast, gives some advice for dealing with those imposter feelings:

Reward yourself for achievements. Own and acknowledge your accomplishments. Keeping a record of your achievements and positive feedback can help reduce self-doubt.
Seek constructive feedback. Regularly consult with mentors and peers to gain an objective perspective on your work. This can help you understand your strengths and areas for improvement, reinforcing your confidence in your abilities.
Adopt a growth mindset. View obstacles as opportunities for development and learning. Embrace the discomfort that comes with new experiences as a sign of progress.
Acknowledge the feeling. Recognise that imposter syndrome is a common phenomenon, even among the most accomplished individuals. Acknowledging it as a collective struggle can reduce its influence over you.
Act before you feel ready. Don’t wait for the feeling of readiness to take on new challenges. Action breeds confidence and, often, competence is built in the process of doing.
Speak up. Participate in meetings and discussions by offering your insights and recommendations. Consistently expressing your thoughts and opinions strengthens your sense of inclusion and worth.