Pressure points

How is the workplace amplifying feelings of
imposter syndrome?

Gender based community siloes

While historical data has led many people to assume that women are affected by imposter syndrome more than men, our latest research revealed that this isn’t necessarily the case.

Yes, women were found to be more prone to feeling like a fraud at work than their male colleagues (42% of women vs 35% of men), and were significantly more likely to say feelings of self-doubt prevent them from putting themselves forward for promotions and development opportunities (24% vs 16%); but the overwhelming consensus is that imposter syndrome is equally prevalent in all employees, regardless of gender.

55% say they’ve experienced imposter syndrome at work: 57% of women vs. 53% of men
56% feel their achievements are due to luck rather than skill
34% believe they aren’t deserving of their professional success

There are no gender disparities within these statistics – imposter syndrome simply is everywhere. And yet, 21% of male respondents believe men are typically more affected by imposter syndrome – a sentiment that only 8% of women agree with; while 38% of female respondents say women are more susceptible – something just 11% of men think is true.

This misconception could mean that men only ever look to their male colleagues for guidance or advice, and vice versa for women. The support network available to both communities then becomes much smaller, with lines of communication between them remaining closed – making for a workforce that is reluctant to collaborate or ask for help.

But why are men and women experiencing imposter syndrome within these community siloes? Do people find it easier to trust and speak to someone of the same gender? And how as a business do you begin to break down these walls and connect the two communities?

Stigma and misconceptions

Our data revealed that professional interventions, such as coaching and mentorship programmes, are recognised as powerful tools for combatting imposter syndrome, with 1 in 3 respondents agreeing that these interventions would help reduce their feelings of self-doubt. And yet, despite 54% of people admitting that this support is available to them at work, less than 1 in 5 are actually utilising these initiatives.

Instead, people are turning to their colleagues for advice (28%), practicing mindfulness alone (21%), or simply doing nothing at all (27%). These preferences suggest employees are looking to go under the radar, both in their experience of imposter syndrome, and in their pursuit for help, as opposed to seeking more formal support through their employer – but why? Well, when we asked what would prevent people from taking up formal coaching support, 1 in 3 respondents said the stigma and fear of being judged is holding them back.

32%

of people say stigma and fear prevents them from getting help with imposter syndrome

To this day, there remains a common misconception that coaching is exclusively reserved for underperformers. The last thing an individual experiencing imposter syndrome wants to do is expose themself as being one of these underperformers, and so to avoid raising a red flag against their name, they refuse to engage with career support. Feelings of self-doubt are then left to fester and can lead to chronic indecisiveness and reduced productivity.

“Everyone should have access
to a coach, without feeling judged.”

Lorraine Mills, Principal Consultant, Right Management

So how do we begin to remove the misconceptions and stigma surrounding coaching? And what can businesses do to ensure such support is discreetly accessible to people experiencing imposter syndrome?

Workplace culture

A key responsibility for any business leader is to define and create a psychologically safe workplace, where people feel they belong and that they have a trustworthy support network available to them. Unfortunately, organisations appear to be falling short in this mission, as 1 in 5 people said specific colleagues (23%) and a culture of blame (21%) are two of the main amplifiers of imposter syndrome within their workplace.

1 in 5

employees say a blame culture amplifies their feelings of imposter syndrome

We know that employees contending with imposter syndrome are increasingly looking to their colleagues for support, but what happens when the very people they’re turning to for help begin pointing the finger and blaming them when things go wrong? It’s no surprise then, that less than 16% of respondents would consider more collaborative interventions – such as team and peer coaching – to help them manage feelings of self-doubt.

In its very nature, imposter syndrome is an internalised experience, but that doesn’t mean it has to be an isolating one. Unfortunately, negative interactions with colleagues and a problematic culture of blame can remove any sense of psychological safety and make people feel as if they have nowhere left to turn. Employees are then increasingly likely to leave the organisation due to feeling unsupported.

But why are people so quick to assign blame when something goes wrong? How do we change people’s perception of failure from always being a negative? And is it possible to re-instil a sense psychological safety once it has been lost or damaged?

Mindset

The importance of mindset in navigating imposter syndrome cannot be understated. It is the lens through which we view and understand the world around us, helping to formulate core beliefs, attitudes and assumptions. But when faced with chronic self-doubt, employees discredit their achievements and strengths. They lose confidence, and become reluctant to try new things, voice their opinions and ideas, or challenge the status quo – withdrawing into the comfort of what they know.

Left unaddressed, self-doubt can manifest itself deeper and lead to employees questioning themselves even when completing tasks that they’re familiar with. Our research found that 1 in 5 people experiencing imposter syndrome have seen their performance decline due to spending too much time overpreparing (24%) and delaying or avoiding tasks (20%). As a result, 39% are spending the equivalent of a full working day, working additional hours to make up for their misconceived inadequacy.

“Be brave, take a risk. Coaching
can really change your life.”

Lisa Stone, Head of Coaching, Right Management

Not only is this leading to higher levels of stress in 34% of employees, but over half (54%) are saying they have no time to engage with professional interventions that could help them. People then become fixed in their mindset that they can never strive for anything beyond their current situation – failing to put themselves forward for promotions or development opportunities – thus limiting both their individual and the organisation’s potential for success.

How then, can businesses ensure employees’ potential doesn’t go to waste? What can they do to help people shift from having a fixed mindset, to one of growth? And what aren’t they doing, that’s led to so many people habitually overworking?

39%

of people are working an extra day a week due to self-doubt