A recent feature in The New York Times offered a compelling exploration of the challenges faced by managers and professionals dealing with feelings of inadequacy or impostor syndrome in the workplace. According to the author, experiencing impostor syndrome, also recognized as “neurotic imposture” or the impostor phenomenon, can play a constructive role for managers. It serves as a deterrent against excessive egotism, encourages the establishment of boundaries, and promotes the seeking of guidance, thereby reflecting humility.
Within my coaching experiences, encounters with impostor syndrome have been frequent, particularly among ambitious managers in their late 30s or early 40s navigating roles that push the boundaries of their expertise, despite positive feedback on their operational, strategic, and interpersonal skills.
Let’s consider the case of Alex, a 45-year-old director overseeing shared services at a prominent financial firm in Los Angeles. Despite having excelled in previous roles and his most recent MBA from Cornell, the promotion to integrate various functions within the company triggered doubts. The internal struggle Alex faced was not merely about competence but also a lingering influence from familial advice.
Having traversed the corridors of multinational giants like Amazon and immersed myself in rigorous academic pursuits at Harvard Business School and the University of Southern California, the persistent anxiety of falling short and the unrelenting need to validate one’s worth echoes strongly among those I guide through coaching sessions. The persistent questioning of worthiness has been a driving force behind career achievements.
Impostor syndrome, as highlighted in late 1970s research on high-achieving women, transcends gender and backgrounds. Recent studies have expanded the scope to include individuals of all ages and backgrounds, showcasing its universality. The connection between impostor syndrome and perfectionism is noteworthy, with perfectionists often resorting to workaholism in their pursuit of excessively high goals.
In my practice, the increasing prevalence of perfectionism and impostor syndrome raises intriguing questions about their origins. Could they be responses to amplified business pressures, attempts to regain control amid heightened uncertainties, or outcomes of information overload coupled with varying levels of education and training?
I invite your reflections on the topic of impostor syndrome. If you’ve encountered it as a leader or manager, when did you grapple with feelings of fraudulence, and what factors contributed to them? Alternatively, have you worked alongside someone contending with impostor syndrome, and how did it impact the team dynamic? Your diverse perspectives will enrich the ongoing discourse on this complex facet of professional life.
