Managing public servants with imposter syndrome

Imposter syndrome is a constant in government. Recent studies have shown that almost 3 in 5 employees, ranging from all types of sectors and including new hires to senior managers, have experienced what is known as ‘imposter syndrome’. No matter how high-performing your team may be, there are still countless public servants coming to work each day feeling ill-equipped to be there. Imposter syndrome looks different on everyone — some simply have impossibly high expectations of themselves, whereas others are way too critical, downplaying their own achievements and minimising their success.

This is why we recently hosted a workshop on Dealing with imposter syndrome in the public service. We’ve synthesised the key takeaways for you to bookmark next time you’re doubting your abilities, or you witness a colleague doing so.

"Believe in others and trust that they have hired you for a reason."

Managers play a crucial role in alleviating imposter syndrome in their teams. By understanding the triggers you can help you or your team to overcome imposter syndrome and thrive. Here are some actions managers can take:

1. Provide clear expectations: Managers should clearly communicate the expectations and responsibilities of each team member. Clarity helps individuals understand what is expected of them and reduces the uncertainty that can contribute to imposter syndrome.
2. Offer regular feedback: Regular feedback is essential for individuals to gauge their performance and progress. Managers should provide constructive feedback, highlighting strengths and areas for improvement. This feedback reinforces individuals' confidence and helps them recognise their contributions.
3. Recognise achievements: Managers should actively recognise and celebrate the accomplishments of their team members. Acknowledging their successes and contributions boosts their confidence and validates their abilities.
4. Create a supportive environment: Managers can foster a supportive and inclusive work environment where team members feel safe to express their ideas and concerns. Encouraging open communication, active listening and empathy can help individuals feel valued and validated.
5. Provide growth opportunities: Managers should offer opportunities for professional development and growth. This can include training programmes, mentorship, or challenging assignments that allow individuals to expand their skills and knowledge. Supporting their professional growth demonstrates confidence in their abilities and helps combat imposter syndrome.
6. Foster a culture of learning: Encourage a growth mindset within the team, where mistakes and setbacks are seen as opportunities for learning and improvement. This mindset helps individuals see failures as normal and not as a reflection of their worth or competence.
7. Lead by example: Managers should be transparent about their own experiences with imposter syndrome or self-doubt. Sharing personal stories can help team members realise that these feelings are common and that they are not alone in experiencing them.
8. Promote diversity and inclusion: Embrace diversity and inclusion within the team by valuing different perspectives, experiences and backgrounds. Managers should create an environment where everyone feels included and empowered to contribute their unique insights.

Don't let imposter syndrome hold you back. Embrace your worth, take charge of your professional growth and inspire others to do the same. You and your team can overcome imposter syndrome and revolutionise the public service landscape.

This article was generated by ChatGPT and edited by Taylor Goulding, Apolitical’s Product Owner. We hope it'll help bring more government insights to our community.

You can find the recording and all the resources from the session here, and why not get involved and join in the discussion by answering the following question on Apolitical’s Q&A feature:

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