Don’t let the imposter syndrome bring you down

As senior managers, at some time it’s probable we’ve suffered from the imposter syndrome: the nagging doubt that we’re not qualified to do our job; the feeling of being a fraud and the fear that sooner or later our colleagues will find out. The phenomenon is also very common among academics, who are often assumed to have an encyclopedic knowledge, but similarly, it manifests itself among professionals in changing, innovative and competitive sectors.

This distressing condition is brilliantly explored in Nani Moretti’s 2011 comedy?We Have a Pope . The story begins at a papal conclave, and as is tradition, the College of Cardinals prepares for the announcement from the balcony of St. Peter's Basilica as the new pontiff is being clothed in the finery of God’s supreme authority on Earth. But at the last moment, with the?Camarlengo ?already before the assembled public, the new pope, overwhelmed by his appointment and his new responsibilities, lets out a cry of despair and is last seen fleeing down the corridors of the Vatican.

I won't reveal how this gentle comedy unfolds, but it certainly made me wonder how I would manage were I to find myself in such a position. Even with popular support, a lifetime appointment brings with it innumerable demands and the challenge of always being up to the task. Sometimes, it simply becomes a trial,??as highlighted by the decision of the previous pope, Benedict XVI to abdicate.????

On a different scale, many professionals experience similar challenges, and feel insecure about taking on responsibilities for which they feel unprepared.?

If all this sounds familiar, let me repeat, do not worry: this is a widespread phenomenon and most professionals have experienced, it and the good news is that they usually overcome it.?

A relative of the impostor syndrome is the Peter Principle , formulated by the Canadian academic Laurence J. Peter in the 1960s, which states that?people in organizations are promoted to their "maximum level of incompetence".?Over time, most of the top positions are filled by incompetents, with the real work done by those below them, who have not yet risen to their level of incompetence.

There’s also the Dunning-Kruger effect, a cognitive bias whereby the?incompetent overestimate their ability, while the highly competent tend to underestimate theirs. I'm sure that sounds familiar.?

Humility isn’t a sign of incompetence

But let’s be clear about one thing: humility should not be confused with an inferiority complex. Humility consists in recognizing one's own limitations and that there is still much to learn; revising one's personal beliefs in the light of new arguments; accepting that one can be mistaken. Humility is the starting point of any learning process: the recognition that education is a lifelong task, that knowledge is an endless pursuit.

Indeed, the most intelligent people are usually humble. In the Apology of Socrates, Plato’s account of his mentor’s trial, Socrates appeals to the recognition of ignorance as the characteristic attitude of philosophers, the starting point of the path that leads to wisdom: "I only know that I know nothing", Socrates affirms in his discourse, which is much more persuasive than that of the accusers who finally condemned him to death.

Humility entails a serene and confident attitude which, far from implying inaction and passivity, is fundamentally proactive: it implies a determined search for ideas and solutions to problems and situations.

In contrast, the inferiority complex is a feeling of insecurity and inadequacy, generally unfounded, and is the basis of the impostor syndrome. How can it be overcome?

-First of all, it may comfort for you to know that the feeling of failure or not measuring up is a fairly common feeling, much more so than it seems: one study reveals that 70% of managers feel they’re out of their depth.?

They might not openly acknowledge it, but many CEOs confess this feeling to their coaches. In fact, one of the most common practices when coaching senior executives is to listen and instill self-confidence in them, encourage them to adopt the right perspective to approach challenges, and help them identify potential remedies to address their concerns.

Furthermore, time and experience undoubtedly help us assess and prioritize problems. However, whenever we take on new roles, especially if they are very different from previous tasks, or are performed in different environments or with strangers, the fear of failure can resurface. Under??these circumstances it is a good idea to repeat to ourselves the well-known adage: "we have nothing to fear but fear itself."

That said, a certain amount of fear in challenging situations is desirable. It leads us to take new professional challenges seriously and to avoid the overconfidence typified by the Dunning-Kruger effect. The absence of fear leads to recklessness, while assessing it properly inspires the best cases of courage.

-Secondly, avoid trying to be somebody you’re not. Over time and through reflection we get to know ourselves better and learn to live with our limitations, which are part of us. This doesn’t amount to conformism, because the healthy aspiration for continuous improvement will allow us to iron out and even overcome some defects along the way.?

Curiously enough, our friends and acquaintances, including work colleagues, bosses and subordinates, also know us well enough, along with our strengths and weaknesses, perhaps from a better perspective than our own. Therefore, it should be comforting to know that when they entrust us with a responsibility or appoint us to a certain position, they do so after assessing our competence, and probably with greater objectivity. Bearing this in mind should help us to reject the impostor syndrome.??????

-Thirdly, the attitude of seeing oneself as a lifelong learner, as recommended by Andy Molinsky in his book Reach , is enormously positive and stress-reducing. Adopting the mindset of a novice, of someone who is undergoing continuous instruction and learning, and who can afford to proceed by trial and error, is enormously helpful.

In microeconomics, the phenomenon of "experience curves" is used to explain how, over time, manufacturing and service costs decrease. This same phenomenon is undoubtedly applicable to the performance of management positions and other responsibilities.?

-Finally, cultivate personal relationships with others, along with a sense of humor. Being a good person is one of the best ways to reduce the importance of the judgments of others and to avoid the impostor syndrome. The more quickly and deeply we get to know our colleagues, the sooner we will overcome these complexes.?

In conclusion, seen from a neurological perspective, the impostor syndrome is simply a cognitive bias that prevents us from improving personally and professionally; a major obstacle to stepping out of our comfort zone, improving performance, or moving to more attractive sectors or countries where we can prosper. Far from reflecting modesty or humility, by succumbing to the imposter syndrome we are letting ourselves down and undermining our potential to do good. Socrates was right: "know thyself".

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