Dealing with Imposter Syndrome as a New Leader

By Rose O. Sherman, EdD, RN, NEA-BC, FAAN

A new leader recently asked me whether the feeling of imposter syndrome and a fear of “people will find out that I don’t know what I am doing” is typical with new leaders. I reassured her that this is quite common and not even restricted to those in a new manager role. Even new CNOs may feel it. A report released June 6 of this year from organizational consulting firm Korn Ferry found that 71% of CEOs and 65% of senior executives in the U.S. experience symptoms of impostor syndrome in their role.

While imposter syndrome is not unusual, you don’t want to let it impede your successful leadership transition. Understanding what it is and how to take action when you feel it is crucial.

What is Imposter Syndrome?
The term imposter syndrome was initially coined by two researchers, Dr. Pauline Chance and Dr. Suzanne Imes, at Georgia State University in 1978.  These psychologists observed that there are high-achieving individuals who have a secret sense that they may not be able to live up to the expectations that others have for them. They may even think their success is based on luck versus positive qualities.  This may not be a bad thing in small doses because it reminds us to work on building our competency.  However, some individuals with imposter syndrome feel self-doubt, which can lead to overwork and a paralyzing fear of failure.  It can compromise your ability to be successful.  Interestingly, the idea of you being an imposter probably never crosses the mind of anyone you work with.

Seven Action Steps
Learning to manage your feelings about imposter syndrome is essential.  Here are seven action steps:

1. Pay attention to your “self” talk and how you may be contributing to feelings of inadequacy through the stories you tell yourself.
2. Enlist the help of a trusted mentor to discuss your feelings about imposter syndrome.
3. List the strengths you bring to the role and what you contribute. Ask others for their input, and refer to the list when you have self-doubt.
4. Accept that perfectionism and the need to “know it all” are both unrealistic and can be personally costly.
5. Recognize that when you take a new role, you are on a steep learning curve especially moving from expert clinician to novice manager.
6. Be honest about what you know and don’t – use the experts in your unit and your organization. Seek feedback about what to start, stop and continue doing in your new role.
7. Put one foot in front of the other, be willing to be uncomfortable, and move through your fear.

Most beginning nurse leaders will grow out of feeling like imposters as they build their competency and become more comfortable in their roles.  Biographers of Eleanor Roosevelt have talked about her initial feelings of inadequacy being the first lady.  In reflecting on her experience, she noted, “I believe that anyone can conquer fear by doing the things he/she fears to do, provided he/she keeps doing them until he/she gets a record of successful experience.”

Read to Lead
Clance, P.R. & Imes, S. (1978).  The Imposter Phenomenon in High Achieving Women: Dynamics and Therapeutic Intervention. Psychological Theory, Research, and Practice. 15(3).

Korn Ferry (2024). Workforce Report 2024.

© emergingrnleader.com 2024

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