Demystifying Imposter Syndrome: Strategies for Professionals and Businesses

Guest article written by Anita Gohil-Thorp, professional coach and trainer

Imposter syndrome is a pervasive source of stress for busy professionals, particularly in high-pressure careers. Anita Gohil-Thorp demystifies this phenomenon, offering insights on how professionals can boost their self-assurance and wellbeing, and how organisations can support them in this journey.

What is imposter syndrome?

The phrase “imposter syndrome” was coined by psychologists Suzanne Imes PhD and Pauline Rose Clance PhD, referring to individuals in a workplace setting doubting their abilities despite objective evidence of accomplishments.

These individuals attribute their achievements to external factors like luck rather than their own abilities, while sacrificing significant energy to mask their insecurities. They fear that any mistakes will expose “imperfections” since, for them, "perfect" performance is the hallmark of success. Despite functioning, they grapple with feelings of inadequacy, convinced they will be unmasked as frauds. When left unmanaged, imposter syndrome inevitably impacts mental health.

Why is combatting imposter syndrome urgent?

Put simply, individuals cannot maximise their wellbeing and potential, and businesses cannot achieve optimum success when we have a reported 70% of adults experiencing imposter syndrome in their lifetime. This figure can be reduced if combatting it is identified as an organisational and personal priority.

Imposter syndrome inevitably leads to self-sabotage. Masking one’s lack of confidence, unhealthy comparisons, having to “perform” constantly and ongoing self-doubt can generate an unhealthy work ethic, isolation and exhaustion.

The consequent mental load (although not an official psychiatric diagnosis) can increase anxiety, making people more vulnerable to depression; job satisfaction is diminished, and productivity is compromised.

Even where pressure temporarily motivates action, it may ultimately promote burnout, poor performance or greater absenteeism, costing businesses millions, and individuals their health and timely career development.

Who experiences imposter syndrome?

Imposter syndrome is prevalent among high achievers who struggle to internalise success. Their misplaced (possibly sub-conscious) desire for perfection can lead to a debilitating fear of being perceived as incompetent, reinforcing negative self-belief.

However, it can affect anyone. It transcends gender, seniority, background and even celebrity status, as evidenced by i) a recent talk at Howdens' London offices where 100% of attendees admitted to experiencing it and ii) celebrities and prominent figures including Tom Hanks, Michelle Obama, and former Starbucks CEO Howard Schulz, who have openly discussed their struggles with it.

In high-stakes fields like law, insurance, and accounting, early-career pressures are intense but partners, CEOs, and seasoned professionals also succumb. New responsibilities and high demands - such as tight deadlines, billing targets, and significant client expectations - can exacerbate the perfectionism and fear that many high achievers experience.

And, while women and ethnic minorities frequently report higher instances of imposter syndrome, often due to masculine workplace cultures, men also wrestle with it due to societal pressures to appear fearless.

Why are you (or a colleague) experiencing imposter syndrome?

Professions which, by their nature, are high-stakes and risk claims, can instil disproportionate fear and anxiety. Law, for example, is not only demanding but competitive and still fuels a culture of comparison and perfectionism.

Often, those with imposter syndrome have been exposed in childhood to unreasonable expectations or criticism from key figures, including pressure to excel academically. Parents who regularly praise one child over another may create vulnerability towards perfectionism traits as the child relentlessly seeks parental approval. A parent who over-praises a child may also inadvertently manipulate the child’s mindset to one of having to over-achieve.

What has the brain got to do with imposter syndrome?

While not a mental health condition, imposter syndrome is closely linked to the brain's response to stress and self-perception. When individuals experience imposter feelings, their brain activates the amygdala, which is responsible for emotional responses including processing fear and anxiety. This heightened emotional response can trigger a cycle of negative self-talk and self-doubt, reinforcing feelings of inadequacy.

Additionally, resulting chronic stress can lead to changes in brain function, affecting areas related to self-regulation and these feelings can further impact cognitive functioning and emotional wellbeing.

Addressing these patterns is essential for breaking the cycle for a more positive experience at work.

Combating imposter syndrome: individual strategies

Combating imposter syndrome: organisation  strategies

Finally

Remember that imposter syndrome is a common experience and does not signify weakness. With greater self-awareness and implementation of proactive strategies, individuals and organisations can work together to foster a culture of openness, confidence and wellbeing.

Next steps – your call to action

Reading this article is a crucial first step toward understanding and combatting imposter syndrome, whether for yourself, to support someone else facing it or to pivot an organisation culture shift. To truly shift mindsets and transform the relationship with self-doubt, consistent action is key. Start today.

This article has been written by Anita Gohil-Thorp and the opinions and views stated in this article are those of Anita Gohil-Thorp and not Howden Insurance Brokers Limited (“Howden”). Howden is an insurance broker and is not authorised or regulated to advise on imposter syndrome. Howden shall not (i) owe or accept any duty, responsibility or liability to you or any other person; and (ii) be liable in respect of any loss, damage or expense caused by your or any other party’s reliance on this article.