In a performance-driven society, where everyone's successes and failures are communicated, shared and valued, sometimes even to the extreme, it is not surprising that this phenomenon is more widespread than ever. Closely linked to self-confidence, this manifestation emanates from a comparison to sometimes excessive standards, thus leaving the person in a perpetual state of disappointment with themselves. According to a 2019 study (Bravata & al.), nearly 82% of the population suffers from imposter syndrome at one time or another !

While doubting one's own abilities can be normal and healthy, when taken to extremes it represents a real danger that can seriously impact someone's professional life.

How to recognize it?

• Severe self-criticism

• Underestimates his achievements

• Overestimates his failures

• Anxiety

• Depression / Burnout

• Difficulty accepting recognition

• Lack of self-confidence

• Work harder than the average person (on preparation)

• Perfectionism

• Fear of disappointing/concern about the opinions of others

A question of gender?

Doubt is a universal concept and it seems that imposter syndrome is no different.

In 1978, Drs. Clance & Imes established the famous Clance Scale* , which you may have already heard of, which is a tool for measuring imposter syndrome.

In this research, 150 highly qualified women in their field and officially recognized for their professional excellence were interviewed. Oddly enough, many felt that they owed their success to luck or minimized their accomplishments, even perceiving that being a successful woman could have negative consequences.

Although we may believe that the situation is different today, this phenomenon is still very present. Why? Historically, women have been very little valued and recognized on a professional level. It seems that even today, certain cultural stereotypes attribute expertise to men. Despite their efforts in their respective spheres, these wounds have left deep traces... which are difficult to erase.

And when the captain doubts himself?

Although women are more likely to experience imposter syndrome, it is also interesting to talk about the situation of managers in companies.

By the very nature of their responsibilities and the current context, this group is one of the most vulnerable. The LifeWorks Wellness Solutions Mental Health Index (MHI) indicates that managers are 70% more at risk than workers with no employees under their responsibility.

But do they really have the opportunity to talk about it openly with their teams?

In a context where labor is scarce, inflation is reaching peaks, and the impacts of the pandemic are still very present, managers are very afraid to address their doubts with their team, for fear of stressing them further and seeing them leave.

In fact, even though we are talking more and more about human leadership, managers are still not entirely comfortable talking about their doubts, their mistakes or their failures… for fear of being judged as weak, or even incompetent…

If they put me in this position, it is because they have high expectations of me…I must not disappoint them! My bosses, my colleagues and my employees are counting on me after all! – Common thoughts of the manager

It must also be said that expectations regarding employee well-being and experience are higher than ever (and rightly so). Employee experience is a hot topic, but we are also talking more and more about manager experience. Today, managers are the great forgotten; however, managers also have their fears, doubts and insecurities. But their mental health and well-being are also important!

Yet, and contrary to what one might believe, doubt can be an asset for a manager, if it is well dosed. A source of questioning and exploration, it is a normal and healthy phase (to a certain extent) with a powerful potential for creativity and innovation, as illustrated in the column by my colleague, Nicolas Roy, on the subject: “ Doubting, a superpower! ” In other words, the manager must be able to transform himself, put his management superhero cape in the closet and become more human. He is seen as a role model by his employees, so when he sets an example and shows a certain level of vulnerability, he becomes a vector of important change. This transformation can only facilitate the management of imposter syndrome for everyone.

My advice

How to overcome the infamous imposter syndrome? In a word: KINDNESS. Let’s treat ourselves with kindness, empathy and compassion. With each other – and above all, with ourselves. Learn to take compliments on your successes for what they are, and not as nice falsehoods, obligations or favors.

Let’s recognize efforts – not just results!

Remember your successes – not just your failures!

Let's appreciate the human behind the numbers, KPIs and data. With his good and bad days.

Train your managers on the power of constructive feedback to motivate employees to improve and learn from their mistakes.

Set an example and talk openly about your concerns and doubts: fear feeds on secrecy!

Revisit your traditional performance appraisal process into a contribution assessment process.

No more endless and unattainable to-do lists !

Mental health: self-confidence is an aspect that can be worked on gently and with effort. Communicate and normalize the use of psychological resources that are accessible and available in your organization (EAP, group insurance, therapists, coaches, etc.)

Be on the lookout for symptoms of anxiety and depression: fatigue, irritability, lack of sleep, difficulty concentrating. These can be signs of this syndrome.

Give yourself permission to make mistakes: normalize failure! It is healthy and a powerful vehicle for learning.

Slowly but surely, you might be able to show that annoying roommate the door – once and for all!