The Psychology of Imposter Syndrome and How Organisations Can Address It

If this sounds familiar, you're far from alone. For remote workers especially, these feelings can intensify when you're working in isolation, without the casual interactions that might otherwise reassure you of your competence. The screen becomes a barrier, and every Slack message feels like it might be the one that exposes you as a fraud.

The Psychology Behind Imposter Syndrome

Imposter syndrome isn't an official clinical diagnosis, but psychologists Pauline Clance and Suzanne Imes first identified the phenomenon in 1978. They described it as an internal experience of intellectual phoniness, despite evidence of competence and achievement. What makes it particularly insidious is that accomplishments don't seem to cure it. In fact, success often makes it worse.

The psychological mechanics behind imposter syndrome are complex. At its core, it involves a disconnect between how others percieve your abilities and how you percieve them yourself. When you achieve something, you might attribute it to luck, timing, or having deceived someone, rather than your actual skills or effort. This is what psychologists call faulty attribution, and it creates a cycle that's difficult to break.

Perfectionism plays a significant role too. If you set impossibly high standards for yourself, even strong performance feels inadequate. You focus on the small things you got wrong rather than the many things you got right. For remote workers, this can be amplified when you're comparing your behind-the-scenes struggles to everyone else's highlight reel on video calls.

The imposter cycle typically follows a predictable pattern. You're given a task or assignment, which triggers anxiety and self-doubt. You then either over-prepare (working far longer than necessary) or procrastinate (avoiding the task until the last minute out of fear). When you succeed, you feel temporary relief, but you attribute the success to the extra effort or the deadline pressure, not to your capabilities. The cycle then repeats with the next challenge.

Who Experiences Imposter Syndrome?

Here's something that might surprise you: imposter syndrome doesn't discriminate. Research suggests that up to 70% of people will experience these feelings at some point in their careers. High-achievers are particularly susceptible, which seems counterintuitive until you realise that success brings increased visibility and higher stakes.

That said, certain groups do report higher rates. People from underrepresented backgrounds in their fields often experience imposter syndrome more acutely. When you don't see many people who look like you or share your background in senior positions, it's easier to feel like you don't belong. Women in male-dominated industries, people of colour in predominantly white workplaces, and first-generation professionals often grapple with these feelings more intensely.

Career transitions are also prime territory for imposter feelings. Starting a new role, especially one that's more senior or in a different field, can trigger intense self-doubt. You're genuinely learning and adapting, but instead of recognising this as a normal part of growth, you interpret it as evidence that you're not qualified.

For remote workers specifically, the challenges multiply. Without watercooler conversations or casual desk drop-bys, you miss out on informal feedback and social proof of your competence. You don't overhear colleagues struggling with the same problems you're facing. You can't gauge reactions in real-time. The isolation can make you feel like you're the only one who doesn't have it all figured out.

Impact on Individuals and Organisations

The personal toll of imposter syndrome is significant. Chronic self-doubt creates persistent anxiety and stress. You might find yourself working excessive hours, not because the workload demands it, but because you feel you need to compensate for your perceived inadequacy. This can lead to burnout, exhaustion, and a deteriorating relationship with work.

Mental health organisations like Siren Training, which specialises in workplace mental health first aid, often see the ripple effects of unaddressed imposter syndrome in remote teams. The condition can contribute to depression and anxiety disorders when left unchecked, particularly when workers feel they can't share their struggles with colleagues or managers.

Career progression suffers too. If you don't believe you're capable, you're less likely to put yourself forward for opportunities. You might not apply for promotions, volunteer for high-visibility projects, or share your ideas in meetings. Research shows that people experiencing imposter syndrome are less likely to negotiate salaries or ask for raises, even when they're clearly deserving.

From an organisational perspective, the costs are substantial. Companies lose out on innovation when talented employees hold back their ideas. They face higher turnover when workers feel constantly stressed and undervalued. Productivity drops when people spend excessive time on tasks due to perfectionism or procrastination cycles. There's also the simple loss of potential, when capable employees don't step into roles they could excel in because they don't believe they're ready.

How Organisations Can Address Imposter Syndrome

The good news is that organisations have significant power to reduce imposter syndrome among their teams. It starts with creating psychological safety, where people feel they can take risks, make mistakes, and ask questions without fear of humiliation or punishment. In remote environments, this requires deliberate effort since psychological safety doesn't develop as naturally through screens.

Leadership sets the tone. When managers and executives share their own experiences with self-doubt and failure, it normalises these feelings for everyone else. This doesn't mean oversharing or appearing incompetent, it means being honest about the learning process and the challenges that come with growth. A senior leader admitting they didn't know something and had to learn it is powerful modelling for junior team members.

Mentorship and sponsorship programmes make a real difference. Mentors can provide perspective, helping people recognise their achievements and reframe their thinking about success and failure. Sponsors go a step further by actively advocating for their mentees, putting them forward for opportunities and vouching for their abilities. For remote workers, virtual mentorship programs can provide the connection and guidance that might otherwise be missing.

Regular, specific feedback is crucial. Vague praise like "good job" doesn't help someone battling imposter syndrome because it's easy to dismiss. Detailed feedback that explains exactly what someone did well and why it mattered is much harder to attribute to luck or chance. For remote teams, this means being more intentional about recognition, perhaps through written commendations or public acknowledgment in team meetings.

Training can also play a valuable role. Programmes like those offered by Siren Training help teams understand mental health in the workplace, including how to recognise and support colleagues dealing with imposter syndrome. When team members are equipped with mental health first aid skills, they're better positioned to notice when someone is struggling and offer appropriate support.

Organisations should also examine their systems for equity. If certain groups consistently face more doubt about their abilities, that's often a symptom of bias in how competence is evaluated and recognised. Transparent promotion criteria, diverse interview panels, and regular audits of who gets opportunities can help ensure that talent is recognised fairly.

For remote teams specifically, creating opportunities for informal connection helps. Virtual coffee chats, online social events, or casual video calls where work isn't discussed can help people feel more connected to their colleagues. These interactions provide the social context that helps people calibrate their performance and realise they're doing better than they think.

Moving Forward

Addressing imposter syndrome isn't a one-off initiative or a single training session. It requires ongoing commitment to building a culture where people feel valued, where vulnerability is acceptable, and where achievements are recognised accurately. For remote organisations, this means being even more intentional about creating connection and providing feedback.

The conversation about imposter syndrome needs to happen at all levels. Individual workers benefit from understanding that these feelings are common and don't reflect reality. Managers need training to recognise the signs and respond supportively. Senior leadership needs to model authenticity and create systems that support everyone's success.

When organisations take these steps, everyone benefits. Employees feel more confident and engaged. Teams innovate more freely. Talent is retained and developed more effectively. The investment in addressing imposter syndrome pays dividends in productivity, wellbeing, and organisational success.

If you're experiencing imposter syndrome yourself, remember that feeling like a fraud doesn't make you one. Your achievements are real, your capabilities are genuine, and your presence in your role is deserved. The voice telling you otherwise is lying, even if it sounds convincing. With the right support from your organisation and colleagues, you can learn to quieten that voice and recognise your true worth.