Kate Atkin says:
Let me know if the following resonates with you...
I'm seeing many social media posts about the imposter syndrome, confusing it with a lack of self confidence or normal self-doubt. So before we delve into the triggers at work, here's a quick review of what the imposter syndrome really is: it is a phenomenon! An occurence at certain points in time which for some people may appear as if it is self-doubt, but it occurs even when there is external evidence of success. Self doubt is healthy and normal when you are doing something for the first, second or even third time, or when you have little or no evidence of success. Imposter-style self-doubt occurs despite the evidence of success.
A syndrome has a connotation with a pathological condition, or a mental health issue - the imposter phenomenon may trigger extreme anxiety for some people, but in and of itself it is not a mental health condition, nor is it a syndrome. It is not all pervasive, it is triggered by certain situations or certain people and at certain points in time.
That's why phenomenon is a much more accurate description, even if it is harder to say or more difficult to spell!
Triggers for Imposter chatter at work:
Meetings
This is cropping up in conversations big time... some people prefer the move to online meetings and it is helping lessen their imposter feelings as they can seek support and encouragement from others surreptitiously while in the meeting. Others are missing the face to face interaction and the body language clues.
But one thing seems certain, no-one likes being put on the spot in a meeting and that may mean they stay quiet, and as an organisation you miss out on their expertise.
So what can be done if you are organising the meeting?
Provide an agenda in advance to give people notice of the topics.
Invite people to contribute early, the longer they wait for their voice to be heard, the harder it can be for them to speak up
Give people time to reply, and permission to come back to you at a later date if they need to check the facts.
So what can be done if you are attending the meeting?
Prepare in advance - but don't over do it. Many people I've spoken to report spending hours preparing for all eventualities.
It really is ok to say "I don't know" or "I need to check this out".
Review your knowledge, skills and abilities before you join the meeting to remind yourself why you are there, that you can do your job and that you deserve to have your opinions heard.
Qualifications
Or more specifically, a lack of qualifications. In Charlie Mackesy's book The Boy, The Mole, The Fox and The Horse the Boy asks, "What do you think is the biggest waste of time?". "Comparing yourself to others" replies the Mole. Many experienced individuals are it seems comparing their lack of qualifications to new joiners coming in with degrees. I am one to recognise this tendency, as although I do now have my MSc, I have often wondered if I ought to go back and get that first degree in psychology as it's a gap in my education! But is it really? In my conversations with leaders and managers they are all experienced in their roles, some have 30+ years experience, yet still feel inferior to someone who has, say, 3 years experience, because of the level of qualifications.
So what can be done?
Stop the comparison! Easier said than done I know... but try to focus on what you have learnt, what skills have you developed, what do you know now that you didn't 12 months ago, how experienced are you in your role?
Be truthful to yourself. Stop the modesty - it really is ok to say "I am good at..." and be proud of what you do and what you have achieved.
And collect the evidence, keep your positive feedback, review it regularly to counter the imposter chatter, and stop "yes butting"* the feedback, instead start to "yes and..."** the feedback.
*yes but, I got lucky
*yes but they're just saying that
*yes but it was a team effort
etc
**yes and I learnt X from that experience
**yes and I used X skill at that point
**yes and I can see how my actions helped with X
Providing support to others
If you are a leader or manager, providing support to others who may be experiencing their own imposter chatter is essential. Please don't tell them how amazing they are at their role (even if you truly think they are) as that can make the imposter chatter worse. You are aiming to soothe and support but in fact you are adding to the pressure as they now have to live up to your expectations. Instead, ask them why they think they might be feeling that way, what evidence do they have to support the feelings, and what evidence do they have to contradict them? Then reassure them that they are doing a good job, by providing specific evidence that they can review, examples of situations they have handled well and strengths you perceive them to have.
As an organisation, there is also much more to be done. Perceived organisational support is really important and will be a topic for a future post.
Author & inspirational speaker, Kate Atkin, is currently studying for a PhD focussing on the Imposter Phenomenon in the workplace (and battling her own imposter chatter in the process!) For more information see: www.kateatkin.com
