It’s a phenomenon that silently plagues high-achievers: Imposter Syndrome. Despite objective evidence of their competence, individuals suffering from imposter syndrome are convinced they are frauds, that their successes are due to luck or deception, and that they will inevitably be “found out.” As a manager, you might assume your most talented and outwardly confident employees are immune to this, but often, they are the most susceptible.

Ignoring imposter syndrome in your team isn’t just a missed opportunity to foster confidence; it’s a direct threat to productivity, innovation, and, critically, talent retention. An employee silently battling these feelings is less likely to speak up with brilliant ideas, ask for a deserved promotion, or even stay with a company where they constantly feel inadequate. Recognising and actively combating imposter syndrome is a powerful way for managers to cultivate a thriving, secure, and loyal workforce.

The Hidden Costs of Imposter Syndrome in Your Team

If left unaddressed, imposter syndrome can lead to:

• Underperformance (Paradoxically): Fear of failure or being “found out” can lead to procrastination, perfectionism (leading to delays), or an unwillingness to take calculated risks.
• Burnout: Overworking to compensate for perceived inadequacy, leading to exhaustion and disengagement.
• Lack of Innovation: Employees may withhold ideas or shy away from new challenges due to self-doubt.
• Reduced Retention: High-performing individuals may seek new roles or industries, believing they simply aren’t “good enough” for their current position, even if they excel.
• Communication Breakdown: Reluctance to ask questions, admit mistakes, or seek help.

A Manager’s Guide: Fostering Confidence and Combating Imposter Syndrome

Managers are uniquely positioned to dismantle imposter syndrome by creating an environment of psychological safety, recognition, and growth.

1. Acknowledge and Normalise It:

• Share Your Own Experiences: If you’ve felt imposter syndrome (many leaders have!), share a brief, appropriate story. This makes it less alienating for your team members.
• Talk About It Openly: Create space in team meetings or one-on-ones to discuss challenges openly. A simple statement like, “It’s common for high-achievers to feel doubt sometimes, and that’s okay,” can be incredibly powerful.

2. Provide Specific, Behaviour-Based Feedback and Recognition:

• Go Beyond “Good Job”: Instead of generic praise, highlight specific actions and their positive impact. E.g., “Your thorough analysis of X saved us Y hours and allowed us to make Z decision effectively.”
• Reinforce Competence: Directly contradict their self-doubt by pointing out objective achievements. “Remember how you successfully navigated that complex client issue? That wasn’t luck; that was your strategic thinking.”
• Document Successes: Help them build a “win” list. Sometimes seeing their accomplishments written down can be a powerful antidote to self-doubt.

3. Foster a Culture of Psychological Safety:

• Encourage Questions and Mistakes: Make it explicitly clear that asking for help or admitting an error is a sign of strength, not weakness. “What did we learn?” should be the dominant question after a setback.
• Protect from Judgment: Intervene if you see team members undermining each other or creating an environment where taking risks is punished.
• Set Realistic Expectations: Ensure workloads are manageable and goals are achievable. Unrealistic pressure fuels imposter syndrome.

4. Challenge Perfectionism and Promote Growth Mindset:

• Emphasise Learning: Shift the focus from “getting it perfect” to “learning and improving.”
• Debrief Projects: Conduct post-project reviews that highlight both successes and areas for development, reinforcing that growth is continuous.
• Focus on Process, Not Just Outcome: Acknowledge the effort, strategy, and resilience that went into a task, not just the final result.

5. Delegate Strategically for Development:

• Stretch Assignments: Offer opportunities that push them slightly out of their comfort zone but provide clear support. Guide them through the challenge rather than just handing it over.
• Provide Mentorship/Sponsorship: Connect them with senior leaders or mentors who can advocate for them and provide external validation.

By proactively addressing imposter syndrome, managers do more than just manage. They empower their most valuable talent to step into their full potential, ensuring they remain confident, engaged, and loyal contributors to the organisation’s success. It’s an investment in your people that yields significant returns in performance and retention.