The concept of imposter syndrome has popped up more than once in conversations I’ve had with leaders who are intelligent, educated and very capable.
When faced with a new situation, we can sometimes feel inadequate, like we’re not smart, experienced, talented, articulate, good (insert adjective here) enough. Why are we so hard on ourselves?
I’ve learned two things over the course of my career that have helped me manage my own imposter syndrome:
1. Listening is often more powerful than speaking—When you’re not sure you have any value to add to conversation, just listen. No matter what position they hold, how much education they have, how intelligent or talented they are, people are still just people. We all just want to be seen, heard, and understood. I don’t need to be the smartest person in the room. I just need to make people feel heard and add value where I know I can.
2. We’re all just figuring it out. Even the “experts” are always learning about their fields. People who have risen to the top of their companies are always facing new challenges. You’re not the only person in the room with something to learn and your perspective is just as valid as anyone else’s.
Here’s a great article about How to handle impostor syndrome.