Managing imposter syndrome in the workplace

Over recent weeks the issue of imposter syndrome has been widely discussed across news outlets, in documentaries and on social media. In this article we define what the syndrome is and look at how best to support any employees that struggle with it.

What is imposter syndrome?

The concept of imposter syndrome was introduced in 1978 by clinical psychologists Pauline Clance and Suzanne Imes, who defined it as a sense of "phoniness in individuals who, despite notable accomplishments, perceive themselves as lacking intelligence, capability, or creativity.” These are usually individuals wo strive for success but fear being exposed as frauds.

The condition impacts on people at all levels in the workplace and society, even those who others would regard as highly successful.

Research by the Executive Development Network shows that half of UK adults have experienced imposter syndrome at work. But it can be hard to spot the signs in colleagues. Women are more likely than men to experience the syndrome as are both Generation Z and Millennials when compared to their older peers.

The primary trigger for imposter syndrome is when an individual compares themselves to others at work.

How to help employees manage imposter syndrome