Imposter syndrome could be the thing holding back your most high-achieving talent. And it doesn’t just have impacts on the individual level. “Employees who experience these intense emotions may be less likely to think outside the box, take risks, be creative and suffer from potentially poorer performance and productivity,” says Erris Langer Klapper, owner of Erris Klapper Coaching and Consulting. “Turnover, burnout and negative mental health repercussions adversely affect team dynamics and culture.”
HR leaders can be the first line of defense, helping promising professionals within their organizations. Specializing in imposter syndrome navigation and management, executive presence and communication, Klapper shares her insights on how organizations can identify, educate and support employees suffering from this all-too-common affliction.
What is imposter syndrome?
The initial step for HR professionals is to understand what imposter syndrome entails. It’s a debilitating form of cognitive bias and self-doubt that leads to negative mental health repercussions. It’s characterized by a fear of being discovered as an imposter who is faking intelligence or competency.
Its hallmark behaviors include setting unrealistic standards and goals, attributing success to external factors, fearing being discovered as phony and not worthy of one’s job-title, self-sabotage and engaging in overly strict self-evaluation.
For individuals who suffer the repercussions of this syndrome, the fear and anxiety are often unbearable. It’s important to note that imposter syndrome most typically occurs in high-achieving, talented and accomplished individuals in the highest levels of organizations, but can be seen at all levels.
What are some myths and misinformation surrounding imposter syndrome?
It’s critical that HR professionals recognize the difference between imposter syndrome and humility or modesty on the part of an employee. Imposter syndrome is not run-of-the-mill perfectionism that can be seen in high-achieving individuals and does not amount to nervous jitters that dissipate with time.
Imposter syndrome is not classified in the Diagnostic and Statistical Manual of Mental Disorders (DSM-5), and as such, empirically-based treatment options are not standardized. However, it’s well-recognized as a difficult-to-manage condition.
Many make the mistake of using the term to describe beginner’s nerves, which is inaccurate. By some estimates, this syndrome afflicts more than 80 percent of high-achieving executives and leaders who are the picture of success by all objective measures.
Several assessments exist to assess the prevalence and severity of symptoms. For illustrative purposes, the Clance Imposter Syndrome Scale employs a Likert Scale. Symptoms are ranked from 1 (not true at all) to 5 (very true) and scores fall into four categories: 0-40 (few), 41-60 (moderate), 61-80 (frequent) and over 80 (intense). The goal is to reduce symptoms to an individually manageable level.
What is the impact of imposter syndrome on both a personal and organizational level?
The syndrome disproportionality impacts women, neurodivergent individuals and marginalized communities, but still afflicts around 48 percent of successful men, though statistics vary by study.
Individuals report mental health issues such as anxiety and depression, burnout, reduced personal growth, lower job satisfaction, lower productivity, low self-esteem and missed opportunities. This ultimately results in a negative impact on an organizational level. It’s important to note that some researchers believe that men are less likely to report, therefore, prevalence for men could be even higher.
The body’s response to a triggering event involves amygdala hijacking. The amygdala is a peanut-sized part of the brain. It helps us to sense fear by allowing us to react before the other parts of the brain can process the meaning of the signal and interpret whether the response is proportionate and merited. This manifests in intense emotions, such as anger, fear or anxiety.
Employees who experience these intense emotions may be less likely to think outside the box, take risks, be creative and suffer from potentially poorer performance and productivity. Turnover, burnout and negative mental health repercussions adversely affect team dynamics and culture.
What can be done to mitigate the detrimental effects?
Studies consistently show the value of organizational support. Mentoring, support of a senior leader, and educational programs are all valuable, however, one-on-one coaching is likely the most effective. Coaching programs that aim to identify individual roots and triggers and undo negative thinking, while replacing old thinking and habits with a new narrative and behaviors reduce the negative effects on employees.
Group sessions are beneficial for general information and education, but not as useful for mitigation, as everyone’s roots and triggers are different. Our brains work hard to search for evidence and clues that we tell ourselves are correct. This is called confirmation bias, which favors existing beliefs, and downplays alternative information. Coaching helps individuals identify automatic thoughts and eventually replace them with more objective evidence and a new narrative.
The stakes of leaving imposter syndrome unaddressed are deleterious to organizational culture and employees. Organizations that value employee wellness and promote programs that address and normalize the conversation around this sensitive topic, foster an inclusive culture and sense of support among employees.
Building confidence and value through educational programs, and providing one-on-one coaching when appropriate, increases satisfaction and productivity—a win-win for individuals and organizations alike.
Does mentorship work?
Mentorship can help alleviate the severity of symptoms but is most effective when paired with coaching. While mentorship can potentially offer guidance, support, a listening ear and a safe space to explore options, it does not offer a full-blown corrective approach that explores root causes, triggers and a reframing of one’s personal narrative. Still, mentorship is highly valuable for support and advocacy.
Coming from a place of accountability and commitment towards their mentees, mentors often do most of the speaking while offering advice. When addressing imposter syndrome, it’s important that mentors ask questions and allow their mentees to guide the conversation, exploring their feelings and providing mentors with the clues necessary to address the issues in a safe, open and confidential manner.
Younger employees may require more of a role model, and with support, see their symptoms dissipate. Mentors can help younger employees understand that growing into a role takes time, which can alleviate some of their natural fears. Seasoned executives who have been suffering for years, despite all objective measures pointing to their success, may require additional intervention.
