ATL Standard

Rico Peña, president of Peña Global Consulting Group, recently discussed the topic of imposter syndrome in Episode 11 of his “Personal Not Business” podcast, calling it something that impacts us all and can significantly affect a team's success.

Imposter syndrome, Peña said in the podcast, is brought on by personal characteristics, such as being shy, humble or a procrastinator. The concern they have, he said, is that a tiny mistake will reveal them as the fraud they believe themselves to be. In addition, imposter syndrome is associated with behaviors like perfectionism and overworking to the point of burnout to prove you are worthy.

"Really, the entire core of imposter syndrome, as we look at it, is a lack of confidence in the role, the situation or the environment," Peña said.

Researchers Pauline Clance and Suzanne Imes first used the term in the late 1970s in reference to a pattern of inaccuracy first observed among female graduate students. 

In their research in 1978, they studied high-achieving women and found that many of them experienced feelings of self-doubt and a persistent fear of being exposed as a "fraud," despite all of their external success. Clance and Imes found that these women attributed their success to external factors – such as luck or being in the right place at the right time – instead of their own abilities, and they referred to this pattern of thinking as the "impostor phenomenon," which morphed into imposter syndrome. 

Imposter syndrome has since been defined as a psychological pattern characterized by feelings of inadequacy and self-doubt, despite success in one’s life. It manifests itself in individuals who fear they will be exposed as a "fraud," and that their accomplishments are undeserved. This pattern of thinking can lead to feelings of stress, anxiety and burnout, and can negatively impact a person's well-being and career. 

The syndrome is not confined to any particular demographic and it appears to be pervasive. Harvard Business Review surveyed 116 male and female CEOs and found that 63% admitted their biggest fears were of being found incompetent, appearing foolish or appearing to be vulnerable. The CEOs who were interviewed said they estimated more than 500 consequences from not addressing these behaviors. 

In addition, 60% said those fears affected behavior – not just in themselves, but also with those in their executive team. The behavior most frequently mentioned by the CEOs was poor decision-making. 

"It's almost like a rite of passage," Peña said on his podcast. "As a leader, if you want to really elevate your skills, you must embrace the whole person perspective, in which leaders, teams and organizations have a balance of work, health, family and constructive communication." 

Imposter syndrome does not have to be viewed totally in a negative light, he said, but one has to be aware of it to overcome its drawbacks.

"Imposter syndrome can be used as a competitive advantage,” Peña said. “To do so, you must first admit if you don't have all the answers, that does not make you a fraud. It's OK. It's a matter of fact. It makes you and defines you as a leader they can trust, as together we can solve problems more efficiently, creatively and collaborate together.”

Peña suggests business leaders “should actively encourage all team members to speak up without fear of consequence.” That alone will foster relations that will help build success, he said.

"Teams thrive when individuals feel understood, validated and connected to one another,” he said.