Beating Imposter Syndrome With Strong, Inclusive, And Safe Work Cultures
- Brainz Magazine
- Oct 3, 2024
- 5 min read
Written by Mykella Auld, Leadership and Culture Coach
Mykella Auld, M.Ed., is a pioneering thought leader in organizational culture and leadership. As the Founder and Executive Coach of Culture and leadership at The Work Well Studio, she propels organizations toward psychologically safe, equitable cultures prioritizing well-being and belonging.
I once worked with a department director, let’s call her Mary. Mary struggled with imposter syndrome despite leading a department that continuously exceeded expectations and deadlines. She felt undeserving of her success, attributing it to luck, which caused her stress and impacted her performance. Her company’s psychologically safe culture, however, offered her a space to share her concerns without judgment.
During a check-in with the head of HR, Mary opened up about her doubts and learned that even the HR Director had similar feelings. This led to the company creating “growth mindset” workshops and providing mentorship. With support, Mary recognized her strengths, regained confidence, and flourished in her role, thanks to the open, equitable environment.
Imposter syndrome, often characterized by feelings of inadequacy and self-doubt, is a psychological phenomenon where individuals believe they are not deserving of their success. Even when evidence shows they are competent, they may feel like frauds, attributing their accomplishments to luck or external factors rather than skill. This mindset can lead to stress, anxiety, and diminished job performance, ultimately holding back both individual and organizational growth.
However, workplaces are not helpless against imposter syndrome. Creating a healthy, psychologically safe, and equitable culture can help alleviate its effects, ensuring that employees not only feel like they belong but also thrive. Here's how organizations can tackle imposter syndrome by cultivating the right environment.
1. Understanding imposter syndrome
Imposter syndrome is especially common among high achievers, women, minorities, and those in industries or roles where they may feel isolated. While occasional self-doubt is normal, imposter syndrome can lead to chronic anxiety, burnout, and an inability to fully engage in one's role.
This psychological barrier can prevent individuals from speaking up, taking on new challenges, or asking for help, ultimately stifling innovation and personal growth. Organizational leaders should recognize these signs and take proactive steps to foster a more supportive environment. Imposter syndrome has a major impact on a few groups of employees in particular:
Women: An estimated 75% of women experience imposter syndrome compared to 40% of men.
Underrepresented Groups: Black, Brown, immigrant, LGBTQ individuals, and other underrepresented groups commonly experience imposter syndrome.
First-generation professionals: Imposter syndrome is common when parents didn’t attend college or come from a professional background.
“Only” persons: Being the “only” (such as woman, minority, young professional) in a group can lead to heightened scrutiny and pressure, fueling imposter syndrome.
2. The role of healthy workplace culture
A healthy workplace culture is one where open communication, mutual respect, and work-life balance are prioritized. Employees are encouraged to share their ideas, learn from mistakes, and grow without fear of judgment. When the culture is centered on well-being and employee development, it helps to minimize feelings of self-doubt and impostorism.
Encouraging open dialogue: Encouraging employees to express doubts and fears in a safe, non-judgmental setting helps normalize the experience of imposter syndrome. Regular check-ins, coaching, and mentorship programs can create a psychological space for employees to share their feelings and receive support.
Recognition and validation: Providing regular, genuine recognition for employees' achievements and contributions can help counter imposter syndrome. Rather than focusing solely on outcomes, leaders should validate the process, effort, and learning that goes into success. This encourages employees to see their own value beyond momentary results.
Work-life balance: When work-life balance is prioritized, employees are less likely to feel overwhelmed or burnt out, conditions that often exacerbate imposter syndrome. Clear boundaries, reasonable workloads, and respect for personal time contribute to a healthier, more sustainable culture.
3. Psychological safety and equity: Building a culture to combat imposter syndrome
A psychologically safe and equitable workplace is essential for addressing imposter syndrome, fostering an environment where employees feel secure taking risks, making mistakes, and expressing their thoughts without fear of negative consequences. Psychological safety helps remove the fear of being seen as "incompetent," a key driver of imposter syndrome. Equitable workplace culture ensures that everyone, regardless of their background, has access to the same opportunities, resources, and recognition. To work towards this reality, consider the following:
Fostering a growth mindset: In a psychologically safe workplace, mistakes are viewed as learning opportunities, not failures. Employees who feel safe to experiment and take risks are less likely to experience imposter syndrome because they know that their contributions are valued, even if they don't succeed every time.
Encouraging vulnerability: Leaders can model vulnerability by admitting their own mistakes and uncertainties. This creates a culture where it’s acceptable to not have all the answers. Employees are less likely to feel like imposters when they see that even experienced professionals encounter challenges.
Representation matters: When employees see people who look like them in leadership positions, it reinforces that their success is achievable. A diverse leadership team helps combat the narrative that certain groups don’t belong in positions of power, reducing the sense of isolation that can lead to imposter syndrome.
Modeling inclusivity and openness: Leaders should regularly check in with employees, actively listen to their concerns, and ensure that all voices are heard. This creates a culture of inclusion and belonging, where employees are more likely to feel secure in their roles.
Imposter syndrome can be a significant barrier to success in the workplace, but it doesn’t have to be. By fostering a culture that prioritizes psychological safety, well-being, and equity, organizations can create an environment where all employees feel empowered to succeed. Leaders play a crucial role in modeling vulnerability, providing supportive feedback, and ensuring equitable opportunities for everyone. When employees feel valued, included, and safe to take risks, the feelings of self-doubt that characterize imposter syndrome begin to dissipate and be replaced by confidence, belonging, and the freedom to fully engage in their work.
A healthier workplace culture is not only better for individual well-being, but it also leads to a more innovative, productive, and engaged workforce.
Ready to take the next step? Help drive organizational innovation with a customized leadership and culture strategy for your organization using our research-backed models. Available coaching and technical assistance topics include organizational well-being, leadership development, equity diversity inclusion and belonging, and psychologically safe organizational culture strategies to contribute to the overall thriving of individuals and communities. Mykella invites readers to join her in making 2024 the year of personal and professional well-being.
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Mykella Auld, Leadership and Culture Coach
Mykella Auld, M.Ed., is a pioneering thought leader in organizational culture and leadership. As the Founder and Executive Coach of Culture and leadership at The Work Well Studio, she propels organizations toward psychologically safe, equitable cultures prioritizing well-being and belonging. A culture strategist and equity advocate, Mykella, empowers organizations through critical thinking and relationship-building. Rooted in her experience as a lead researcher and author, on best practices in practical applications for Trauma-Informed and Anti-Racist social emotional development. She is committed to sparking transformative change.
