“I’m good enough, I’m smart enough, and doggone it, people like me”… right? How to face/overcome imposter syndrome.

“I’m good enough, I’m smart enough, and doggone it, people like me”… right?

This famous line from Saturday Night Live’s “Daily Affirmations by Stuart Smalley” skit makes light of the self-doubt that many people experience. Joking aside, as a coach, I have worked with many accomplished leaders who experience this and wanted to share some of the key themes and strategies to help turn it around.

What is Imposter Syndrome?

In 1978, psychologists Suzanne Imes and Pauline Rose Clance first wrote about “imposter syndrome.” They observed it among high achievers who, despite accolades and credentials, felt they may, at any point, be unmasked as frauds.
 
The topic came up in our CliffsNotes Book Club discussion last month as we discussed She Thinks Like a Boss by Jenna Roedel (if you missed it, head to the portal to check out the fabulous notes Brenda Martineau prepared). This discussion led me to think about sharing the strategies I have put forward with executives who have experienced it. 

Imposter Syndrome/Phenomenon – Key Takeaways and Strategies

1. Normalize it – Many accomplished professionals, men and women alike, have moments where they don’t feel that they can live up to others’ expectations of themselves, even though they have the expertise and have proven themselves to be credible time and time again. It happens to the best of us. Many people experience the it after they’ve been promoted into a position with greater responsibility. Listen to a few stories about Michelle Obama and Maya Angelou, just to name a few, in this Hidden Brain episode “Success 2.0: The Psychology of Self-Doubt,” with psychologist Kevin Cokley. 
2. Reframe it – There’s a fine line between anxiety and excitement. With both emotions, your body reacts in similar ways in that your adrenaline is pumping, sweat is dripping, and your heart is beating fast. Is it possible that some of your nerves with starting a new role or job may actually be excitement that you’re labeling as anxiety? How would it benefit you to reframe those sensations as excitement? How would you respond differently?
3. Put words to it – Finding what is at the root of imposter phenomenon requires leaders to do some personal introspection—and also examine the external factors that may exist in the culture or work environment. Oftentimes, the “fix” for imposter phenomenon is not at the level of the individual leader, it’s at the organizational level and may require systemic changes over time. However, at the individual level, recognize what is in your control. Find a trusted colleague or coach and begin to examine what exactly is causing you to feel like an imposter. Break it down to the behavioral level, if possible, and then brainstorm strategies to address each of your concerns. 
4. Be prepared to recover from mistakes – Often when someone takes on a new role, they are afraid of saying something dumb or not having an answer that they “should” know. Prepare yourself to perform at your best and prepare yourself to fail. For example, how would you recover if you were in a situation where you didn’t know the answer? Think of the way you’d react, and the words you would say.
5. Access your past – The best way to build your own confidence is to recall real experiences from the past in which you felt you had genuine success. Think about why you were successful. What did you bring to the table? How did you add value? And then think about how you can access that same skill set today. BTW, this is a great technique to use if you’re helping others build their confidence too (co-workers or even your kids). Instead of empty statements of how great they are, give specific real examples of when they succeeded in the past. 
6. It’s not about you – It’s often the top executives who experience imposter syndrome. They think, who am I to be in this role and spout out wisdom and advice to others? Actually, no one wants you to do that. Your team wants you to value them for what they bring to the table. Instead of focusing on your expertise, highlight your team members and let them shine. If you’re in a senior leader or executive role, you’re no longer relied on for your expertise. You are now the choreographer, the facilitator, the communicator, or the collaborator. Think about the ways you add value that have nothing to do with your expertise.

 
As always, pile on your thoughts on the topic! I love to hear what ideas this sparks for you.