You’ve probably heard about the imposter syndrome in some shape and form – and may even have experienced it yourself.
After all, many high-achieving professionals do suffer from this condition, in which it doesn’t quite matter how much they accomplish – as the accomplishments are never internalized. Which can lead to them doubting their ability, and fearing that, sooner or later, they’ll be exposed as the fraud they’re sure they are. Even if the truth is closer to the opposite.
This syndrome was also the focus of a report from Crossover Health, and that “synthesized 62 peer-reviewed studies about imposter syndrome”, including more than 14 000 participants. A report that showed just what this syndrome can lead to, including burnout, a low work performance and an equally low job satisfaction. Which makes sense, given (1) the difficulty to do a good job if we don’t feel good enough for the job we do, (2) how hard it is to feel satisfied with a job if we don’t think we’re doing it good enough, and (3) the ease with which we work ourselves to exhaustion if we have to make up for all the doubt we feel about our own abilities. A bad circle, in other words, and one that is reinforced and strengthened for each lap an employee takes around it.
On top of that, the report showed that this syndrome is as common for men as it is for women, and applies to people across the generational spectrum. Something that points to the universality of this issue, though it’s more than worth noting that it’s a bit more common for ethnic minorities. Implying that it should be looked at quite seriously, and be seen as an important issue for organizations to tackle – with support and training, and by listening to signs and addressing them sooner rather than later. Practices that can make it easier to spot the issue, and start helping your employees at the first sight of a problem.
