It’s time to rethink the label and support self-doubt as a leadership strength
If you’re wondering “how to overcome impostor syndrome”, you’re not alone. It’s a term we’re all familiar with – you’ll find it in workplace articles, in mentoring sessions and on the agendas of learning and development teams.
But what if the problem isn’t you, but the label itself? While the intention behind it is valid, the language might be doing more harm than good
What Is Impostor Syndrome Really?
The term “impostor syndrome” was originally coined to describe a belief that you’re not as competent as others think you are and feel like you don’t belong. It often shows up during career transitions such as a promotion, a new job or stepping into leadership.
In many cases, what we label as impostor syndrome is actually normal self-doubt, but this framing may suggest that experiencing self-doubt is a weakness. You’re navigating change, holding yourself to high standards, and care about doing things well. It’s not a weakness; it’s self-awareness.
For professionals from underrepresented groups, those feelings have often been shaped by systems that haven’t historically welcomed them in. This label risks reinforcing the idea that the individual is the problem, not the culture around them, potentially dissuading them from embracing their own intellectual curiosity and genuine interest in others’ perspectives.
Why Language Matters
Reshma Saujani, Founder of Moms First and Girls Who Code, articulated this concept beautifully in her commencement address at Smith College. She pointed to the historical term’ bicycle face,’ invented to discourage women from cycling and thus limit their freedom. Today, the concept of ‘impostor syndrome’ echoes this historical pathologisation to limit women’s progress, preventing them from recognising their capabilities and fulfilling their potential.
It’s never really been about whether we’re qualified enough, or smart enough, or prepared enough. Instead, it’s always been about the political, the financial, the cultural barriers that are designed to keep us out of those rooms in the first place. Reshma Saujani
It’s a form of self-policing that disproportionately affects women and people from underrepresented backgrounds who’ve been told, directly or indirectly, that they don’t belong at the table.
We love this clip from rugby star Ilona Maher on why she refuses to entertain impostor syndrome!
Embracing Self-Doubt as a Strength
Instead of viewing self-doubt as a hurdle to overcome, consider embracing it as an entirely acceptable, perhaps even beneficial, part of the leadership journey.
Self-doubt can drive reflection and growth:
“Am I doing this the right way?”
“Could I ask for feedback?”
“What don’t I know yet?”
Cultivating a healthy dose of self-reflection is essential as it allows leaders to question their decisions, seek advice, and understand where they need support. True leadership involves being not just the star player but the captain capable of guiding the team.
You don’t need to feel like the most qualified person in the room to belong there; leading with purpose and a willingness to grow is what matters.
The fix lies not with you
The burden shouldn’t fall on individuals to “fix” their mindset. Employers must create inclusive environments where employees feel empowered to be their authentic selves. Through our work with our Corporate Partners, we help organisations build open and inclusive cultures, break down barriers and enable access to the boardroom, strengthening their talent pipeline.
You’re the type of leader we need
Every year, through our Women on Boards network, we support professionals who’ve hesitated to apply for board roles or step into leadership because of inner doubts, then gone on to become confident, successful decision-makers.
“Women on Boards helped me see that I had the necessary skills and experience to be on a board and gave me the confidence to apply. Their constant support and encouragement are hugely helpful.”
Don’t waste time trying to “fix your impostor syndrome.” Instead, focus on boosting your leadership skills, expanding your network and benefiting your overall career by securing yourself a board role.
Good leaders use their critical thinking skills to see their weaknesses and improve on them. Self-doubt doesn’t mean you’re failing; it means you’re thinking, so if you ever experience it, you’re exactly the type of leader we need.