Gregg Brown, Change Trendspotter & Future of Work Strategist, Keynote Speaker, Author, Founder, Change Ready Leadership.
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I’ve been reading some interesting research around imposter syndrome and talking about it on a few podcasts – especially as we live life virtually in our work. It turns out, imposter syndrome is a much more common issue than most people think. As we navigate the future of work, many people are struggling with the feeling that they either haven't achieved their career goals or success in their field – or when they do achieve it, they aren’t sure they’re deserving of it.
Although it’s a universal phenomenon, imposter syndrome is on a spectrum and is not an actual clinical diagnosis. According to a study in the Journal of General Internal Medicine, 82% of the population faces feelings of imposter phenomenon at some point during their career. My belief is that the other 18% do experience it and they simply choose not to recognize it. They don't go deep enough to know what it is, or they write it off as anxiety. I've worked with and spoken with thousands of people for the past 30 or so years, and to be honest, I don't know anyone who hasn't experienced it – regardless of age, education, experience or amount of awards received.
In these challenging (and predominantly virtual) times, it’s an especially common syndrome for underrepresented people: people of color (Black, Indigenous, Asian, Latino) and the LGBT community. Additionally, people who work outside of the so-called mainstream 9-5 environment, such as entrepreneurs, also tend to experience this phenomenon.
According to the American Psychological Association, when people of color work or study in predominantly Caucasian environments, they may wrestle with imposter feelings at higher rates because they don’t see themselves represented at their workplace, and so they don’t feel like they belong. They may feel like they're just there for affirmative action and not because of their credibility and expertise. Though it isn’t in this research, my guess is that women likely also experience the same feelings in a male-dominated environment.
When one doesn’t see themselves represented on the leadership team, why would one feel they belonged there – even though deep down they know they do?
Root Causes — And Potential Solutions
Regardless of how or why people may feel like an imposter occasionally, this syndrome is all about the stories that we tell ourselves. We step out with an idea, then when someone says “no,” we retreat and the cycle repeats. The stories may not be true anymore, but they become a habit.
It may happen in school and then in meetings at work. Our ideas get shut down as someone says, “I’ve been here 11 years and that won’t work.” We develop complex coping mechanisms around these stories and deepen the groove in our brain of the thoughts and behaviors, making it very difficult to break the mental connections we’ve made – or to step into our brilliance, whatever it may be.
How can you address this imposter phenomenon, regardless of why you have it? Here are a few ideas to get you started:
• Build a network. Find a network of support outside of your work and family. Seek out mentors, and find empowering places to connect with people who are like you. Create a “community of understanding.”
• Be open to opportunities. You can catalyze opportunities for growth by expanding your interests, reading other points of view, and developing new skills. This expands your ability to take risks.
• Redefine competence. Competence is knowing what you’re good at and what you’re not. Own your vulnerabilities – share them when appropriate, and build trust by doing what you say you will do, which leads to a track record of performance. Don’t over-promise.
• Reclaim and honor your brilliance. Delegate the tasks you’re not good at to someone else, and let your own stellar qualities shine through. Work in those strengths. That’s where your productivity lies.
• Allow yourself to learn from failure. Ask, “What can I learn from this?” instead of pushing mistakes under the rug or blaming yourself.
Rewire Your Brain
Small changes are great, but it’s the deeper changes that have lasting impact. The biggest step toward gradually breaking through imposter syndrome is to change the way your brain chemically responds to negative messages. Self-imposed limitations are the greatest barrier to change.
How do you train your brain to better support you? Here are just a few ways you can begin to turn potential self-limiting challenges into strengths – and train your brain to make new, more productive connections:
• Learn how to sit in inquiry. Turn questions into curiosity: Instead of just asking “Why did that happen?” ask, “How could it be different next time?” Use solution-focused thinking such as, “What stopped me from making this mistake this time, and how can I practice more of that skill?” Identify your stronger skills so that you can build on them rather than repeat mistakes.
• Practice periods of useful reflection. Ruminating on issues doesn’t solve anything, or everything would be fixed. Worries are just made-up stories. Ground worries in facts in order to gain insight and a fresh perspective. When you feel a judgment popping up (which will often be subjective), become adept at asking yourself, “What are the facts?”
• Use “and” instead of “but” to weigh things more evenly. It’s about the words you use. Only use “but” if the negative precedes the “but,” and is then followed by the positive. Most of the time, replace “but” with “and.” Practice not speaking in absolutes. Turn “I always…” into “I sometimes…” and you will literally change your brainwaves.
• Post reminders of past successes around you. Hang your degrees, accolades and thank-you cards where you can see them, so that you’re constantly reminded of the times you performed well in the past. We all need signposts to remind ourselves as we get caught up in our daily work. Let them become your pep talk and reminders of your brilliance, especially before important meetings or conversations.
Practicing a more mindful, inquisitive approach to imposter syndrome can go a long way toward alleviating its power over you in the workplace. True change begins on a personal level, but its effects need to be taken seriously at an organizational level as well.
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