What exactly is impostor syndrome?
It describes high-achievers who, despite their objective successes, fail to internalize their achievements, constantly doubt themselves and fear being seen as imposters or frauds in the eyes of their colleagues and superiors.
This is more a question of perception than competence, and can affect (to varying degrees) up to 70% of the population at some point in their careers. The employees concerned often have extremely high expectations and targets, and may compare themselves to role models to assess their performance.
Changing professional identity
Martin has always been an exceptional software developer. For almost a decade, he was the expert everyone turned to when a complex bug appeared. However, with his recent promotion to project manager, he realized that his days of writing code were over. Now he has to manage a team, set deadlines and ensure effective communication between different departments. It's as if he had to learn to swim after years of being a champion racer.
The transition from technical expert to leader is a delicate one. It's like going from star player to coach: the skills that led to previous success are not necessarily easily transferable. This upheaval can engender profound doubt, as the new identity is still unclear and unmastered.
Lack of management skills
When Martin was promoted, he was given a team and a project without any real management training. He was used to solving technical problems, not interpersonal disputes. He'd never had to manage a budget or plan a long-term strategy, and he feels lost without these crucial skills.
Knowing how to do things and knowing how to lead are two distinct areas of expertise. Promotion is not always accompanied by management training, leaving the new manager to grapple with questions of leadership, conflict resolution or tactics, reinforcing the feeling of inadequacy.
The shadow of the predecessor
The previous manager, Mr. Dubois, had left an indelible mark. He was charismatic, had a clear vision and was adored by his team. Martin often feels overshadowed by the memory of Mr. Dubois. Every time he makes a decision, he wonders what Mr. Dubois would do in his place.
When a predecessor was successful and respected, comparisons can be cruel. The newcomer may fear not matching or surpassing previous achievements, thus creating an inferiority complex.
Faced with the immensity of expectations
Martin's reputation as an exceptional developer preceded his promotion. Management has high expectations, believing that he will bring the same level of excellence to his new position. However, he fears he may not be up to the task, especially when he feels already overwhelmed by his recent responsibilities.
When you're perceived as the "rising star" who can solve any problem, the pressure can be overwhelming. The worry of not meeting expectations or disappointing can be paralyzing and erode self-confidence.
The importance of feedback
Martin quickly realized that he needed feedback. When he was a developer, the results of his work were immediate: the code worked or didn't work. But as a manager, he didn't have the same kind of instant feedback. So he began soliciting feedback from his peers and team, to find out where he excelled and where he could improve.
Recognition is vital for confidence. Without regular positive feedback, it's easy to sink into self-criticism, forgetting successes and focusing solely on failures or areas for improvement.
How can we combat this insidious syndrome?
Martin finally admitted that he was plagued by impostor syndrome. He took the initiative to attend leadership and management training courses. He sought out a mentor, a former manager who had been through similar situations. Over time, Martin began to build his confidence, appreciate his successes and accept that, like software development, management is a constant learning process.
Recognizing the syndrome is the first step to overcoming it. Admitting one's own victories and understanding that perfectionism is an ally, but also an adversary, is essential. Seeking support, whether through mentoring, coaching or training, can provide the tools needed to confront and manage this feeling. What's more, communication is key: talking openly about your fears and needs with your team and superiors helps create a caring and constructive working environment.
By following Martin's journey, we see how imposter syndrome can affect even the most accomplished professionals, but also how it can be overcome with support and guidance.
In conclusion
Imposter syndrome, though intimidating, is not insurmountable. It's a natural stage that many people go through when faced with new challenges. By recognizing the problem and taking active steps to combat it, it's possible to evolve and thrive in this different role. After all, every manager started somewhere, and every challenge faced forges the leader of tomorrow.
To find out more :
New Manager: Making the Transition from Colleague to Manager
