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April 2025
Ella Jaczynska
Research shows that many people who experience the phenomenon many call Imposter Syndrome, believe it has harmed their careers.[i] As managers, we must be able to recognise and address the damaging effects that this phenomenon can have on our teams. Tackling it can reap benefits for both the individual and the team as a whole.
But what if our actions as managers are exacerbating the problem?
A Common Theme
Recently, we have found that many of our new clients are coming to us citing a lack of confidence, fear leading to procrastination and the phenomenon they term Imposter Syndrome. They see these as key areas that they believe are holding them back.
It has become apparent that many of our clients either don’t feel individually seen by their managers or feel they are very different to everybody else (in other words, they think that they don’t fit into the mould they believe the department has for their role).
When we dig deeper into it, a common theme has surfaced for discussion: how managers and leaders can impact whether an individual starts feeling like this or not.
Ask Yourself These Questions
Based on this theme, it became clear to us that there are several questions that we could ask ourselves as managers to help tackle this growing problem:
Pressure of comparison:
- Are we comparing our people to each other with the intention of motivating them, and believing it will be helpful? Rather than seeing each of them as unique individuals and doing what we can to support them to be the best version of themselves?
Creating connection:
- Do we take time to explore what helps an individual feel really connected to our team and to ensure they feel that they belong?
- Do we take time to discuss what it is about their individual characteristics that is so important in their role?
- If someone is joining the team who is purposely different in their experience, characteristics, and background, do we spend time working on what is needed to help them and the team connect so they all feel like they belong?
Use of Performance Indicators
- Do we have general key delivery performance indicators (KPIs) that we mark everybody against? Are “good” and “great” simply a reflection of how somebody delivers against these KPIs?
- Or do we personalise KPIs and take time to clarify for each individual what it means in their role?
- Are we clear in our own minds about:
- What is expected of each individual in terms of their behaviours, as well as their delivery?
- What they may need to achieve this?
- How we can support them getting there?
Minor Changes, Major Results
We truly believe that how you show up as a manager will undoubtedly influence whether your team members experience this phenomenon or not. But the good news is that by making relatively minor adjustments in processes, approach and mindset, like those suggested above, the end result could be transformational.
We would love to hear if you as a manager and a leader have any specific actions you take, conversations you hold or other ways to help limit your staff feeling this phenomenon and being wracked with Imposter Syndrome.
We believe that everything starts and ends with mindset. All our associates have many years’ experience of supporting clients with their Healthy High Performing Team development across different industries, cultures, and regions.
If you’d like to explore how identifying the right mindset can help your organisation, contact me directly at ella@masteringmindsets.co.uk.
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