Imposter syndrome is traditionally described as a persistent inability to believe one’s success is deserved or achieved through hard work and distinct capabilities. Instead, those experiencing imposter syndrome attribute achievements to luck or being in the right place at the right time thus undermining perceptions of self-worth.
However, as international human rights lawyer Jen Robinson recently argued, what we label as “imposter syndrome” may actually be “a natural reaction to the structures around us, not a pathology.”
This tension between individual psychology and systemic barriers suggests an important framework as new research from both The Executive Development Network (EDN) and KPMG reveals the substantial financial and productivity implications of workplace self-doubt.
The EDN study shows that UK employees experiencing imposter syndrome lose up to 10 full working days annually in productivity. Meanwhile, KPMG’s research with senior female executives found that an overwhelming 75% have experienced imposter syndrome at some point in their careers.
These findings transform what many have considered a personal challenge into a significant business concern that calls for remedial action.
Breaking down the numbers
EDN’s research findings paint a concerning picture for workplace wellbeing and productivity. Over half (53%) of the UK workforce experiences stress, anxiety, or burnout related to imposter syndrome monthly, with more than a quarter (27%) facing these challenges weekly.
The impact on diverse workforce segments is particularly noteworthy. LGBTQ+ individuals are 80% more likely to experience imposter syndrome symptoms weekly compared to their heterosexual colleagues.
Meanwhile, women face a 45% higher likelihood of daily imposter syndrome experiences than their male counterparts.
Minimising behaviour from people in power
As Robinson points out, these disparities aren’t surprising when considering the subtle and overt ways in which people’s efforts are often minimised. We may experience dismissive comments like “you’re so young” or more explicit forms of discrimination such as: “are you the secretary?”, or “who did you sleep with to get that?”. Such remarks, particularly from senior figures, don't just reflect structural barriers, they actively create and reinforce feelings of inadequacy.
This makes it doubly important for organisations to address both systemic issues and the specific behaviours of those in power positions which can take various forms:
- Deliberate undermining: Senior figures sometimes actively question the capabilities of others, particularly those from underrepresented groups
- Casual dismissiveness: Thoughtless remarks from those in power can carry outsized impact due to their position
- Systemic reinforcement: When senior leaders dismiss or minimise concerns about imposter syndrome, they compound the problem
- Competitive dynamics: Including ‘queen bee syndrome,’ where some who have broken through barriers may consciously or unconsciously create additional challenges for others
The business case for action
Beyond the immediate productivity impact, the EDN research reveals that imposter syndrome significantly influences retention and recruitment costs, and negatively impacts 32% of people’s performance at work.
It also directly causes 12% of job resignations and factors into over a quarter (26%) of decisions to leave roles.
This performance degradation represents a hidden cost that compounds the direct productivity losses, creating a compelling case for targeted L&D interventions, particularly in light of the current challenges in talent retention and acquisition.
Implications for management
Imposter syndrome requires more than just supporting those who experience it. We must also demand accountability from those in power positions who may create or exacerbate the problem.
Cathryn Moses-Stone, Head of Policy and Impact at the Chartered Management Institute (CMI), has emphasised the crucial role of managers: “As managers, we play a key role in helping employees navigate it by creating an open, supportive environment where they feel comfortable sharing their doubts.”
KPMG’s research reveals that 47% of executive women identify having a supportive manager as the primary factor in reducing imposter syndrome. Additionally, 72% rely on mentors and trusted advisors when doubting their abilities. This data highlights the important role of L&D in developing effective leaders.
Key focus areas for L&D to tackle imposter syndrome
- Manager development programmes. Design comprehensive training programmes that equip managers with the skills to recognise and address imposter syndrome in their teams as well as the behaviour that may bring it on.
- Structured mentoring initiatives. Develop formal mentoring programmes that match experienced professionals with those most at risk and create opportunities for peer support and shared experiences
- Competency framework integration. Revise existing competency frameworks to include emotional intelligence and self-awareness components and establish regular recognition points for skill development
- Targeted learning interventions. Design specific learning interventions that provide practical tools to address the unique challenges faced by different demographic groups
- Using AI. Just asking ChatGPT the question: “How can AI be brought to bear on the scourge of impostor syndrome?” delivered five thought-provoking areas which HR and L&D departments could consider exploring.
The way forward
The combined findings from EDN and KPMG’s research suggest that imposter syndrome is no longer just a personal development issue. It’s a significant business challenge that demands strategic intervention.
By implementing targeted programmes that address both the symptoms and root causes of imposter syndrome, L&D professionals can play a crucial role in building more resilient, confident, and productive workforces.
