In working with healthcare leaders of various titles, levels, and responsibilities, I find in many the elements of the often-misunderstood ailment of Imposter Syndrome.
The implications of the condition are often unrecognizable, so a leader may misdiagnose the cause behind the challenges they’re experiencing. The result can be overthinking, overcomplicating situations, and leadership exhaustion from trying to “treat” the symptoms of imposterism.
What Imposter Syndrome really is
The phenomenon was originally coined in the 1970s by psychologists Pauline Clance and Suzanne Imes, representing an internal feeling of being a fraud or a phony despite evidence of success.
When the syndrome is classically defined in the vein of self-doubt, the seeming antidote, and advice given, is to build confidence.
Simple? Hardly. Building authentic confidence is probably the most difficult thing any one leader can do, especially when attempted from a tactical perspective.
Approaching Imposter Syndrome from this bent may result in a series of calculated strategies that position the leader to solve this puzzle with a series of “check the box” exercises. Examples include:
- Focus on the “facts”
- Track achievements
- Seek feedback
To be clear, I don’t discount these approaches as good tactical tools to consider and try for leaders in this frame of mind. Truly, attempt them, practice them — and if they work for you, wonderful.
However, even with these practices, many leaders may still find their heads filled with skepticism of their leadership ability and worth as they lie down on their pillows at the end of the day. The overthinking begins, and they start picking themselves apart: over-scrutinizing, over-criticizing, chasing a perfectionism they can never satisfy.
A better way: shedding the superhero framing
There is a different approach. A deeper, more transformative approach that when truly embraced can release a leader from the restraints of Imposter Syndrome.
This approach considers how one defines “leader” — and what it means to be good at it.
When one holds the mindset that a leader must have answers, must solve problems, must avoid failure, and must always point to success, they will always fall short of their own expectations. And the inner dialogue plagued with self-disparagement persists.
Reframing one’s characterization of a leader from a superhero to a shepherd or gardener — or another less individualistic leadership representation — is the start of breaking free from the bounds of Imposter Syndrome.
But even reframing one’s mindset can be difficult.
Try this: two leaders, one question
It helps to envision two leaders.
First, think of a leader in your life who holds a leadership posture of always having the answers and knowing what’s “right.”
Now, bring to mind a leader you know who has a posture of curiosity: seeking input and guidance, willing to ask for help and even admit they don’t know the “right” answer.
Which of the two leaders garners more engagement and authentic followership?
When I have my clients practice this visioning exercise, the answer is always the second leader — someone who acknowledges their humanness and embraces learning.
Leader as learner
Humanizing one’s classification of “good leadership” can begin to relieve some judgment one places on self and allows for self-grace.
Leader as learner is a much more forgiving measuring stick to compare oneself to.
Embracing this mindset can help one to confidently recognize that they do authentically fit in the role of leader.
