Imposter syndrome isn't real, but the feelings are

Associate Professor Jody Evans says feelings of not being enough aren’t a character flaw of women, they are a reflection of deeper structural issues. Here are the tools to address it.

The term imposter syndrome has been used for decades to explain why women struggle to feel comfortable at the top.

However, this explanation is inherently flawed, explains Associate Professor Jody Evans.

“The term syndrome implies that there is something pathological, something wrong with us,” she said.

The term “imposter phenomenon” emerged in the 1970s from research by psychologists Pauline Clance and Suzanne Imes.

They were studying high-achieving women who, despite their success, described persistent self-doubt and a tendency to attribute their accomplishments to luck or timing rather than ability.

The concept of this phenomenon gained traction in the media and that was when the language shifted to a “syndrome”.

That, says Associate Professor Evans, is where the problem started.

We’ve pathologised normal feelings

The feelings associated with “imposter syndrome” such as self-doubt, discomfort with success and a fear of being “found out” are all very real.

But Professor Evans says framing it as a “syndrome” turns these very situational emotions into something that feels shameful, broken and female.

“We need to stop calling it imposter syndrome and call it what it really is, completely natural, reasonable reactions to doing something new, difficult or where we might be unsupported,” Associate Professor Evans said.

Often these feelings are driven by systemic issues, the environment you’re in or the unique challenge you’re facing.

But by framing it as imposter syndrome it’s distracting us.

“It’s keeping you concentrated on your potential inadequacies rather than identifying the systemic issues you’re facing and that’s where women need to move.”

Systemic barriers are the real imposters

When women feel like imposters, they tend to turn inwards.

“You turn that uncomfortable feeling inward and say it's something wrong about you,” Associate Professor Evans said.

“In reality, the question you should be asking is: ‘what is it about this environment that’s making me feel like I don’t belong?’ Is it because I feel like the only one like me in this room?” 

As the director of the Women in Leadership and Women in Senior Leadership programs, Associate Professor Evans has worked with women across a wide range of industries, and there are common systemic factors driving these feelings of inadequacy.

These include:

• Lack of representation:  When you are the only women, or person of your identity in a room, it can make you feel like you don’t belong. This can feed those feelings of self-doubt and self-questioning. “If there aren’t people like me in this room, maybe I don’t deserve to be here?” 

• Biased feedback: Research shows women receive more feedback than men and it’s often more critical and more personal. “You’re too abrupt, you’re too loud, you’re too confident, you’re too assertive. The word “too” is a dangerous word.” 

• Hypervigilance: All of this feedback, including praise, leads women to a sense of hypervigilance. “You feel you’re constantly being observed and judged.”  

• Hero narratives: In some industries, for example medicine, there is a hero narrative and focus on perfectionism that further fuels these feelings of inadequacy. “You have to work excessive hours, you can’t ever complain, you can’t get burnt out, there’s no room for being human.”

Mirrors not microscopes

All of this points to the question, how do we navigate and fix systemic issues and turn the volume down on the inner critic?

Associate Professor Evans said when women move into leadership roles it can feel quite isolating.

That critical inner voice thrives in silence and isolation.

“That’s why it’s so important for women to talk about it and to build really good, strong peer networks, because sometimes you need other people to help you distinguish what's that noisy inner critic versus what is true.” 

She said while imposter-like feelings driven by poorly framed feedback can make you shrink, reflective practice should make you feel wiser not smaller.

We need to surround ourselves with mirrors not microscopes.

“Microscopes are all about looking for flaws, what’s wrong and often we’re far harsher on ourselves than other people are of us,” Associate Professor Evans said.

“Find more mirrors in your life that reflect a different version of you and remind you of your capabilities, your power and your potential.”

Tools for growth

If you’re doing something new or outside your comfort zone it’s natural to question whether you’re ready.

Associate Professor Evans recommends asking these five questions to help you assess the situation more clearly:

1. Is this feeling coming from a place of fear or fact?
2. What is it about the environment that might be making me feel this way?
3. Do I have the resources required to meet this challenge?
4. What feedback do I want to take on as an opportunity for learning?
5. Do I need to invest in a new capability development?

Through greater self-awareness you can quieten the inner critic and use it as a tool for growth.

“We still want those self-checks and balances because nobody’s perfect. But we want to be able to reflect in a healthy way.”

You’re not an imposter, you’re just a human being doing hard things in an imperfect system.

Associate Professor Evans will present a masterclass ‘Let’s name it to tame it: Reframing imposter syndrome” on July 24. She’ll unpack how to shift from self-blame to structural insight.

Scholarships are open for the Women in Leadership programs. If you or someone you know is ready to take the next step, enquire here.