Is it really Imposter Syndrome?
Are you really experiencing imposter syndrome, or is it the culture you work in?
Imposter syndrome – the persistent feeling of inadequacy despite clear accomplishments – has become a popular way to label professional self-doubt. It’s particularly common among women, who report feeling like ‘frauds’ at higher rates than men. But is it an individual issue, or is it a symptom of the workplace culture we operate in?
By focusing on individuals rather than the systemic structures around them, we risk misdiagnosing the problem. The prevalence of imposter syndrome among women – and particularly among those from diverse backgrounds – points to deeper cultural issues in organisations. It’s time to question not the people who feel like imposters, but the environments that make them feel that way.
Why women and diverse employees feel it more
There’s growing recognition that the imposter syndrome narrative is overly simplistic and disproportionately applied to women. Women are more likely to encounter biases that undermine their confidence – this is even more pronounced for women of colour, migrants and those from other marginalised groups.
Gendered expectations
Women often face societal and professional double standards: they must be assertive, but not too much; ambitious, but not intimidating; competent, but not threatening. When performance is judged against these contradictory expectations, it’s no wonder women feel like they’re falling short, even when they’re excelling.
Diversity and the ‘otherness’ factor
For employees from culturally and linguistically diverse (CALD) backgrounds, or those who are neurodivergent, LGBTQIA+, or live with a disability, the challenges are amplified. The experience of being ‘the only one’ in the room often triggers heightened self-awareness. This sense of otherness can foster feelings of isolation, amplify self-doubt and leave people wondering whether they belong.
When the dominant workplace culture is geared towards a narrow archetype of success – often white, male, cisgender, able-bodied and middle-class – those who deviate from this standard are more likely to feel out of place. This isn’t imposter syndrome; it’s the result of exclusionary systems that fail to embrace and celebrate diversity.
Workplace culture: the real culprit
Blaming individuals for their self-doubt ignores the larger problem – a workplace culture that perpetuates inequality. Some factors that contribute to this include:
Bias in representation: Leadership teams often lack diversity, creating environments where people struggle to see themselves reflected in positions of power.
Tokenism and microaggressions: Employees from underrepresented groups may feel like their presence is symbolic rather than valued, or they may endure subtle (or not-so-subtle) forms of discrimination.
Unequal access to opportunities: Networking, mentorship and development programs are often inaccessible to those who don’t fit the mould of a ‘typical’ leader.
How to tackle the problem
Individuals
If you’ve ever felt like an imposter, here are some ways to reframe your mindset and take control:
Identify external factors: Ask yourself, “Is my self-doubt really about me, or about the barriers I’m navigating?” Recognising the external pressures at play can help shift your perspective.
Document your wins: Create a ‘brag file’ of your achievements, positive feedback and accomplishments. Refer back to it when self-doubt arises.
Challenge the status quo: Advocate for yourself, even when it feels uncomfortable. Speak up about your contributions and don’t shy away from opportunities.
Lean into mentorship: Find mentors and allies who share your experiences or champion diversity. They can offer guidance, support and encouragement.
Join communities: Seek out professional networks or affinity groups for people with similar identities or backgrounds. These spaces can provide a sense of belonging and solidarity.
Organisations
Creating an inclusive culture that reduces the feelings associated with imposter syndrome starts with systemic change. Here’s how organisations can step up:
Champion representation:
Hire and promote diverse talent, especially in leadership roles.
Recognise the value of diverse lived experiences and perspectives, not just qualifications that align with traditional norms.
Foster psychological safety:
Create an environment where all employees feel safe sharing their ideas without fear of ridicule or dismissal.
Encourage open discussions about challenges, including those related to bias and inequity.
Address bias head-on:
Implement mandatory bias and inclusion training for all staff.
Audit processes like hiring, performance reviews and promotions to ensure they are free of systemic barriers.
Provide tailored support:
Establish mentorship and sponsorship programs that actively include women and people from diverse backgrounds.
Offer flexible work arrangements and resources to support employees’ needs.
Redefine success:
Move away from one-size-fits-all definitions of leadership and excellence.
Celebrate different approaches, skills and strengths that employees bring to the table.
Call out microaggressions and tokenism:
Create clear policies for addressing and resolving instances of discrimination.
Ensure that diversity initiatives go beyond surface-level representation.
Retiring the ‘imposter syndrome’ narrative
Labelling self-doubt as imposter syndrome places the burden on individuals to ‘fix’ themselves. It also reinforces the idea that confidence is a prerequisite for competence, when the reality is far more complex. Instead of framing this as a personal issue, we must retire the term and focus on the systemic and cultural shifts needed to foster inclusion and equity.
When workplaces embrace diversity, celebrate contributions and set clear standards for success, they can empower everyone – not just a select few – to thrive. This isn’t just good for individuals; it’s good for business, creativity and innovation.
Final thoughts
Next time you feel like an imposter, pause. Reflect on whether the issue lies with you, or the structures around you. For organisations, the challenge is clear: build environments where everyone can belong and the need for terms like ‘imposter syndrome’ will fade into history.
It’s time to retire the myth of the imposter and focus on creating cultures where everyone can shine.
What are your experiences with self-doubt in the workplace? Let’s keep the conversation going on LinkedIn.
