Imposter Syndrome

In our field, we are often too quick to label doubt as imposter syndrome. Sometimes that label fits. But, many times, it does not.

Across my time in leadership, I have watched strong, capable professionals begin to question themselves. Not because they suddenly lose their skill, but because they are operating inside structures that reward over‑functioning, and confuse endurance with excellence. And, instead of examining the system, we look inwards.

Before calling it imposter syndrome, those experiencing it should ask a different set of questions:

- "Am I they truly lacking confidence, or am I lacking support?"

- "Is this self‑doubt, or is it a signal that something around me is misaligned?"

- "Would another person actually thrive in this environment?.. Would things be different for them?"

People do not suddenly forget how to lead. They get lost in unclear expectations. They get worn down by inconsistent leadership. They get buried under workloads no one could effectively sustain. They can even be told to be more confident, when the real issue is that the system was not built for them in mind.

Self‑doubt is not always a flaw. Sometimes it’s information. Information that something is off. Perhaps an assessment would be beneficial.

Listen to that information. Not to convince yourself you are not good enough, but to be honest about what is actually happening.

Sometimes the work is not about becoming tougher. Sometimes the work is about telling a different story. In short, we need to stop pathologizing. We need to look at the conditions we are working in, not so much the individual.