Why We Need to Rethink Impostor Syndrome
For years, the term “impostor syndrome” has been used to describe the feeling of not being good enough, even in the face of clear success. High-performing professionals often attribute their self-doubt to a personal failing, believing they simply need to “fix” their mindset.

But, lets take a step back and look at this again. What if the problem isn’t with the individual at all? What if the real issue is the environment they work in?

The idea of impostor syndrome puts the responsibility on individuals to overcome self-doubt, while ignoring the broader structural and cultural issues that create it. Many professionals are not suffering from a lack of confidence, they are responding to toxic workplace cultures that undermine their success and confidence at every turn.

The Real Problem: Toxic Workplace Cultures
Workplace toxicity manifests in several ways, including:

• Lack of psychological safety – Employees fear speaking up or sharing new ideas because mistakes are punished rather than treated as learning opportunities.
• Unclear expectations and shifting goals – Constant changes in objectives leave employees feeling like they can never succeed, no matter how hard they work.
• Micromanagement and lack of trust – When leaders constantly second-guess employees’ decisions, it reinforces the belief that they are not capable.
• Bias and inequity – Women and underrepresented groups are more likely to be criticised for the same behaviours that are celebrated in others, deepening the sense that they don’t belong.
• Lack of recognition – Hard work and success go unnoticed, making employees feel invisible and undervalued.

These factors create an environment where even the most competent and capable professionals begin to question their abilities. The result is not impostor syndrome, it’s a natural response to an unhealthy and unsupportive culture.

How to Fix the Culture (Not the Person)
Instead of asking individuals to “get over” their impostor syndrome, organisations should focus on creating environments where employees feel valued, supported, and secure. Here’s how:

1. Build Psychological Safety
   Encourage open dialogue and create a safe space where employees feel comfortable sharing ideas and admitting mistakes without fear of retaliation. Leaders should actively listen and respond with empathy.
2. Set Clear Goals and Provide Consistent Feedback
   Define success clearly and give employees regular, constructive feedback. When people understand what is expected of them and how they are progressing, they feel more in control of their performance.
3. Empower and Trust Employees
   Allow employees to make decisions and take ownership of their work. Trust fosters confidence and encourages innovation.
4. Address Bias and Inequity
   Conduct regular reviews of hiring, promotion, and compensation practices to identify and correct patterns of bias. Ensure that all employees feel they have an equal opportunity to succeed.
5. Celebrate Success and Recognise Contributions
   Make recognition a core part of your culture. Publicly celebrate both individual and team successes to reinforce a sense of value and belonging.

Creating a Culture of Confidence
When employees feel supported and valued, the feelings that tend to be associated with impostor syndrome naturally fade. People thrive when they are given clear expectations, trusted to make decisions, and recognised for their contributions. The goal is not to “fix” individuals but to fix the culture that makes them feel inadequate in the first place.

Final Thought
It’s time to stop telling employees they have impostor syndrome and start addressing the root cause, how we lead and structure our organisations. A supportive and inclusive culture doesn’t just improve employee morale; it drives better performance, innovation, and business outcomes.