Middle managers are often described as the glue that keeps organisations together, with an ever-expanding remit requiring you to operate as an employee, a leader, and even as a coach, all at the same time. And if managing growing expectations from your direct reports and senior leadership wasn’t challenging enough, imposter syndrome now has a vice-like grip on the workforce – affecting employees at all levels.
When ignored or left unaddressed, imposter syndrome can leave your team members with a crippling lack of self-belief, an inability to recognise achievements and an overall sense that they do not belong in the role they occupy. Understandably, without fully recognising the root cause behind the problem, managing individuals who appear to be shying away from opportunities to grow and develop can be frustrating. However, there are strategies available to help individuals overcome these feelings of self-doubt.
Three steps managers can take to support team members with imposter syndrome
Create a safe space: Unfortunately, there is still a lot of stigma surrounding imposter syndrome, leaving employees feeling isolated and reluctant to talk about their struggles. As a manager, it’s your responsibility to ensure all team members feel comfortable coming to you for advice and/or support whenever they need it.
Providing an open line of communication and leading your team with empathy – ensuring they know it’s okay to make mistakes and that doing so provides an opportunity to learn – will help create an environment where your direct reports feel safe and supported. Individuals contending with imposter syndrome are then far more likely to be honest about their experience, opening the door for you to begin working with them to manage and overcome their psychological battle.
Empower a mindset shift: Employees who are in the throes of imposter syndrome will be operating with blinkers on – unable to see past their negative thoughts and emotions. An arm round the shoulder and a simple kind word in their ear isn’t going to be enough. They need space to explore their unhelpful beliefs and have their achievements validated, taking an objective approach to alleviate their doubts and concerns.
Once your team members feel safe and comfortable coming to you for help, you’ll want to share insights and feedback – with quantifiable evidence wherever possible – to legitimise their successes. Seeing their worth and value reflected in the results and outcomes they’ve generated for the business can initiate a mindset shift, providing them with the confidence needed to disprove any negative beliefs, as and when they arise.
Facilitate reflection and action: Instead of simply telling your direct reports what you believe they need to hear, you’ll want to operate more as a coach – facilitating deep, independent thought through open, non-leading questions. This will provide employees with the opportunity to reflect on their persistent negative thoughts, the conversations you’ve had together, and the evidence that’s been brought to light.
Only through engaging in this level of self-reflection will your team members be able to identify actions and sustainable habits that they can implement, to manage and overcome imposter syndrome indefinitely.
To find out more about how you can support individuals affected by imposter syndrome, watch our latest webinar.
