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All professionals have, at some point in their careers, experienced that niggling feeling that they aren’t up to task.
This perhaps manifests into anxiety, the feeling that you’re seconds away from being ‘caught out’ as a fraud, who isn’t capable of fulfilling their work properly. Hopefully for most, this feeling was limited to the early stages of their career, when learning and development played a pivotal role in getting up to speed.
However, a range of recent research studies have found that this is, in fact, not the case. For many, this feeling persists in perpetuity throughout their careers, permeating every aspect of their working life. This is a recognized workplace condition, often referred to as ‘imposter syndrome’.
Imposter Syndrome, first coined by psychologists Suzanna Imes and Pauline Rose Clance in the 1970s, has been prevalent in the workplace for decades and, in recent years, it appears that this phenomenon has been on the rise.
Professor Sir Cary Cooper, a psychologist and expert on organisational and workplace psychology believes imposter syndrome can have a negative impact not just on professionals’ own careers, but perhaps more vitally, on the fortunes of the businesses that they work for, too.
“Imposter syndrome can inhibit productivity and seriously limit an individual’s career progression. Self-doubt can also hold a highly qualified person back from taking the chances that propel them forward,” Cooper states.
Prevalence across industries
Recent data from Instant Offices sheds light on the widespread prevalence of Imposter Syndrome across different sectors. Industries such as Creative Arts and Design, Environment and Agriculture, Information Research and Analysis, Law and Media and Internet have reported significant proportions of individuals grappling with imposter syndrome, with percentages ranging from 73% to 87%.
A study conducted by NerdWallet revealed that a staggering 78% of business leaders have experienced Imposter Syndrome at some point in their careers, indicating that this phenomenon also transcends job titles and seniority levels.
Gender disparities and age trends
Interestingly, there are notable gender disparities in the experience of imposter syndrome.
According to research, 54% of women and 38% of men report experiencing imposter syndrome, with non-binary individuals being particularly affected, with 57% reporting doubts about their abilities in the workplace.
Moreover, age plays a significant role in the prevalence of imposter syndrome, with younger individuals being more susceptible. An overwhelming 86% of adults aged 18-34 report experiencing imposter syndrome in the past 12 months, highlighting the pervasive nature of this phenomenon among the younger workforce.
Impact on mental health and productivity
The implications of imposter syndrome extend beyond mere feelings of self-doubt. Research indicates that it can have detrimental effects on mental health, productivity, and career progression.
Individuals struggling with imposter syndrome may exhibit behaviors such as over-preparation, avoidance of challenging tasks and reluctance to seek help or ask questions, ultimately leading to burnout and decreased job satisfaction.
It’s in this way that, as Professor Sir Cary Cooper emphasizes, the phenomenon can inhibit productivity and impede career advancement, whilst also slowing important workplace processes and impact customer experience.
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Addressing imposter syndrome
Addressing imposter syndrome requires a nuanced and multifaceted approach that encompasses both individual and organizational strategies.
Instant Offices’ research suggests several tactics to combat imposter syndrome, including acknowledging one's worth, accepting achievements, reframing self-defeating thoughts and seeking support from peers and mentors.
Moreover, it's crucial for employees to recognize that they are not alone in their struggles with imposter syndrome. It’s incumbent on HR to ensure that the function is therefore supporting these individuals.
By normalizing conversations around self-doubt and fostering a culture of support and empathy in the workplace, organizations can create environments where individuals feel empowered to overcome Imposter Syndrome and thrive in their roles.
Unfortunately, whilst individual organisations can do much to move the dial internally and ensure that workers aren’t impacted by imposter syndrome, the issue isn’t going anywhere.
It’s therefore imperative for organizations to address this pervasive issue head-on.
By breaking the taboo around mental health, raising awareness, providing support and promoting self-confidence and resilience, the corporate world can at least work towards creating healthier, more inclusive work environments where every individual feels valued and empowered to achieve their full potential.
