Is Imposter Syndrome Really All Bad?
Imposter syndrome. That sinking sense of dread that we’ve gotten ourselves in over our head, that we’re not enough, or that we’re stuck in some endless cycle of faking it, but never making it. It’s a tough state of mind to navigate. Yet, at times, it may have some benefit. As I was starting to draft this article, I serendipitously stumbled upon a chapter in Adam Grant’s book Think Again, in which he suggests that imposter syndrome might not always be a bad thing. But how would a leader know if what they’re experiencing is manageable, or something for which they may want to seek the counsel of a coach, consultant, or mentor?
It’s common for human beings to second guess themselves. Even the most confident amongst us have a tendency to reevaluate decisions in the long run and think, “I wish I would have done that differently.” But for some, that pattern of thought may be more pervasive than others. The Merriam-Webster dictionary defines imposter syndrome as, “the persistent inability to believe that one’s success is deserved or has been legitimately achieved as a result of one’s own efforts or skills”. When a thought pattern like this starts to settle in, it can quickly lead to unnecessary stress, anxiety, and worry.
Leaders at the top of their organizations tend to carry the same weight of responsibility and ownership regardless of the type of business, institution, or organization they’re involved with. The skills needed to thrive in executive leadership are relatively consistent and I’ve yet to encounter a perfect leader who is gifted in every area. In fact, the best leaders are mindful of their blindspots and weaknesses, and intentionally build teams around them who compliment their gaps. Sure, subject matter expertise can be helpful in moving up in an organization, but the ability to inspire others, to motivate people to move toward a collective vision, and to build and sustain an organization that folks want to work for are all rooted in similar abilities.
Here’s a little secret that I’ve discovered over almost a decade of supporting leaders. If anyone tells you they have it completely figured out, they’re probably not telling you the full story. That shouldn’t shock you either because we expect a lot out of those who transcend to the pinnacle of leadership. Upper level leaders are consistently called to demonstrate the poise and confidence to see us through economic downturns, challenges from competition, rapid changes in technology, and so much more. We expect them to demonstrate fortitude when the masses are more likely to give voice to concern. We expect them to tell us what to do when we’re unsure of ourselves. We expect them to always have the answers. Here’s the thing though. Many leaders will second guess themselves at times. They’ll wonder if they’re making the right decision. They might also question (internally) if they’re suited for their role.
This begs the question though, is imposter syndrome always a bad thing? Well, perhaps. Adam Grant suggests in his book that at times second guessing oneself might benefit individuals in leadership roles because it keeps them in a humble mindset. They might push themself to work harder to achieve a goal, to gather resources and evidence to back decisions, or to seek help when they know it’s needed. In short, he suggests, they approach leadership with a dose of humility. They’re willing to rethink and reevaluate their initial thoughts and inclinations to ensure they’ve vetted the best course of action.
Outstanding leaders don’t always have all the answers and they know it. In fact, when a leader is so confident in their ability that they don’t seek the counsel, guidance, and input of others, their unchecked hubris may lead to catastrophic failure. Hubris is a concept I find myself reflecting on often. It’s defined as a sense of excessive pride and self-confidence.
The key word here is excessive. It’s the opposite of humility. When leaders feel an unbridled need to always be right or to steer decisions in their direction, they fail to create systems to challenge their assumptions, or to accept that there may be better alternatives.
There’s countless fictional and real world examples of the consequences of unbridled hubris. From the realm of science fiction, consider John Hammond recklessly pushing the limits of genetic engineering to open Jurassic park, or Cersi Lannister’s pursuit of power in the popular series Game of Thrones. Real world examples include former Family Video CEO Keith Hoogland who confidently proclaimed in 2017 that there would be a market for home rentals for years to come and that his company had outwitted companies like Blockbuster with better management. He went so far as to proclaim that although streaming was coming on strong, it didn’t demonstrate much of a threat. Another example includes Elizabeth Holmes who confidently suggested that her healthcare company had a revolutionary blood-testing device without fully disclosing its actual capabilities, resulting in the downfall of the company and significant personal legal ramifications.
In the right circumstances humility can help offset the negative repercussions of overconfidence. That said, left unchecked, it can also lead to performance issues, anxiety, and burnout. For example, in a 2021 Harvard Business Review article, Ruchika Tulshyan and Jodi-Ann Burrey suggest that imposter syndrome might be most problematic for women and individuals with underrepresented identities who transcend to higher level roles. This, they suggest, is due to a lack of mentors with similar identities who can provide guidance and support when feelings of anxiety and self-doubt start to manifest. They go on to suggest that, “the answer to overcoming imposter syndrome is not to fix individuals but to create an environment that fosters a variety of leadership styles and in which diverse racial, ethnic, and gender identities are seen as just as professional as the current model.” A key takeaway here is to be mindful of how labeling someone as struggling with confidence may create additional challenges (particularly from a bias perspective)
Regardless of your identity, if you aspire to advance into higher level roles with increased responsibility, there’s a decent chance you’ll find yourself questioning at some point if you have what it takes to succeed. In times like these, it’s imperative to have a support system to lean on. As noted by Tulshyan and Burrey…if you find yourself in an environment where you’re struggling to find mentors or professional support, consider potential alternatives. External professional organizations can provide invaluable networking opportunities to connect with leaders with shared experiences. Still no luck? Consider a professional coach who can help provide support, guidance, and opportunities for reflection to help you find your way.
Keep in mind, the journey of leadership isn’t something you have to go alone. Surround yourself with those who support you to help navigate the inevitable stretches of self-doubt that at some point…we’re all likely to encounter.
Additional Resources
HBR - Stop Telling Women They Have Imposter Syndrome
Forbes - The Last Video Chain: The Inside Story of Family Video
BBC - Theranos Scandal: Who Is Elizabeth Holmes and Why is She on Trial?
