Are You Creating Impostorisation in Your Team?

by | Oct 5, 2023 | Leadership coaching, LMA Coaching

 Are You Creating Impostorisation in Your Team?

Tim was a chartered surveyor working for a top-tier construction company in the UK. With a degree from a prestigious university and a strong track record of performance, clients and senior managers viewed him as being at the senior manager level. However, when a senior manager role became available, Tim decided not to apply.

The firm’s partners likely assumed Tim didn’t apply because he suffered from imposter syndrome – feelings of inadequacy and a fear of being exposed as a fraud. After all, they had read many articles about how high-achieving professionals like Tim often feel this way.

But Tim didn’t initially doubt his abilities or feel unworthy of promotion. He decided not to apply because, just last year, his less qualified colleague Edward was promoted over him instead. Only after that experience did Tim start questioning whether he was as competent as he thought.

Tim’s story reveals the danger of mistakenly attributing such behaviours to perceived deficiencies within the individual. The real problem is impostorization – workplace policies, practices and interactions that cause employees to doubt their competence and belonging. Telling individuals like Tim to power pose or recite affirmations has limited value in countering impostorisation.

Examples of Impostorisation

Impostorisation can manifest in subtle yet impactful ways in the officeverse. 

https://www.psychologytoday.com/gb/basics/imposter-syndrome

Here are some common examples:

  1. Lack of constructive feedback. Without regular insight into areas where they can improve, even strong performers may assume they are fooling their colleagues and managers. Constructive feedback provides the mirror they need to calibrate their abilities accurately.
  2. Vague promotion criteria. When the path to career advancement is unclear or seems unattainable, it can wrongly signal to certain groups that they do not belong in senior leadership roles. Transparent criteria and processes are key.
  3. Biased evaluations. Extensive research shows that unconscious biases can influence performance ratings and hiring decisions. When systems are skewed, it distorts perceptions of competence for those disadvantaged.
  4. Workplace isolation. Being the only woman or person of colour on a team or at their level can heighten feelings of otherness and self-doubt. Having mentors and networks helps counter those narratives.
  5. Gaslighting. When managers consistently downplay or dismiss an employee’s emotions or concerns, it fosters self-gaslighting and confusion. Their realities and challenges must be heard and validated.

The Way Forward

Organisations serious about inclusion must be vigilant in identifying and mitigating impostorisation.

Here are some best practices:

  1. Check for biases. Audit existing talent processes and requirements for hidden biases and correct them. Insist on diverse slates for promotions. https://hbr.org/2021/02/stop-telling-women-they-have-imposter-syndrome
  2. Clarify advancement criteria. Be extremely transparent about the qualifications and competencies needed to progress. Offer coaches to help employees level up.
  3. Gather 360 feedback. Seek performance insights from peers, direct reports and clients – not just supervisors. Paint a robust picture.
  4. Share leadership opportunities. Involve team members in key decisions and initiatives—value diverse voices and perspectives.
  5. Validate experiences. Don’t reflexively dismiss concerns about unfair treatment. Seek to understand realities on the ground truly.
  6. Sponsorship and mentorship. Develop structured programs to connect high-potential individuals with advocates focused on their advancement.
  7. Foster communities. Enable employees to build networks with those at similar career stages or with similar identities/experiences.

Counter impostorisation through awareness, intentional policies and validating experiences. Help all employees feel empowered to bring their best selves forward.

Working with a Coach

In addition to the steps above, managers can help mitigate impostorization by providing employees access to professional coaching. An experienced coach provides a safe space for individuals to explore feelings of self-doubt and gain insight into their talents and potential. Through reflective questioning and encouragement, a coach empowers employees to own their capabilities, find their voice, and boldly pursue advancement opportunities. Rather than tackling self-perceived deficiencies, coaching builds resilience to distorted workplace narratives about belonging and competence.

 

 

Conclusion

When employees like Tim doubt themselves, the instinct is to view it as an individual problem best addressed through building confidence. But often, impostorisation – not imposter syndrome – is at play. By reflecting carefully on their own practices, managers can create an environment where everyone feels valued, empowered and deserving of success.

Many accomplished professionals experience impostor syndrome – feelings of inadequacy and self-doubt despite evidence of their abilities. At first glance, the case of Tim, a skilled surveyor who declined to apply for a promotion he was qualified for, fits this pattern. However, Tim’s doubts stemmed not from personal deficiency, but rather from impostorization – exclusionary workplace policies and interactions that breed uncertainty in employees.

When systems like biased performance reviews, vague promotion criteria, isolation, and dismissiveness persist, employees rightly question whether advancement is possible, undermining engagement and retention. Leaders must recognize that impostor syndrome often stems from impostorization, not individual weakness.

Mitigating impostorization starts with auditing and addressing biases in talent processes. Transparency around advancement paths, constructive feedback, mentorship and communities enable employees to calibrate their skills accurately. validating concerns, sharing leadership opportunities, and coaching build resilience against distorted workplace narratives. Even small changes can exponentially boost inclusion.

The goal should be workplaces where no employee falters due to self-doubt, but instead feels valued, empowered and able to chart their own course. This not only unlocks greater innovation and performance, but also creates a fairer, more just society. The time is now for organizations to reflect carefully and take action to counter policies and cultures that impostorize talent. Employees deserve workplaces that help them own their worth and potential.