Imposter Syndrome: A Myth Weaponised Against Women
For years, the term Imposter Syndrome has been thrown around to describe the uneasy feeling of not belonging, particularly in professional settings. It's the internal monologue that whispers, “You don’t deserve to be here,” or “Soon, they’ll figure out you’re not as capable as they think.” While this narrative might resonate with many women, particularly those breaking barriers in male-dominated industries, a growing body of thought challenges its validity altogether. The new conversation? Imposter Syndrome is not a personal failing but a systemic issue that has been weaponised, often against women and marginalised groups.
Redefining the Narrative
Imposter Syndrome was first coined in 1978 by psychologists Pauline Clance and Suzanne Imes, who studied high-achieving women feeling undeserving of their success. Their research was groundbreaking at the time, but as the concept evolved, it became less a tool for understanding and more a label for invalidating real, contextual feelings of discomfort in hostile environments.
When women step into a boardroom dominated by male faces, the discomfort they feel isn’t surprising—it’s a stark reminder of exclusion. For people of colour and those from underrepresented backgrounds entering spaces built without their presence in mind, feelings of nervousness or self-doubt aren’t personal shortcomings; they are legitimate responses to systemic inequities that perpetuate the sense of being an outsider.
The Weaponisation of a Label
Rather than addressing systemic issues like lack of diversity, unequal pay, and the cultural biases baked into organisational structures, the term Imposter Syndrome subtly shifts the burden of change onto the individual. The implication is clear: if you feel out of place, it’s your fault. You need to fix your mindset, attend another webinar, or read another self-help book.
This narrative conveniently absolves organisations of responsibility. By framing natural reactions to exclusionary environments as an “internal issue,” workplaces avoid the harder work of creating equitable spaces where everyone can thrive.
Nervousness Isn’t Impostor Syndrome
Starting a new job, stepping into a leadership role, or navigating uncharted territory naturally evokes nerves. But these feelings aren’t signs of being an impostor—they’re evidence of growth. What has often been mislabelled as Imposter Syndrome in such scenarios is, in reality, the universal human process of stretching beyond comfort zones and rising to new challenges.
When someone feels out of place due to the systemic lack of representation, the problem isn’t internal; it’s external. We should not pathologise this response but rather use it as a barometer of how inclusive a workplace truly is. If women consistently feel uneasy in leadership roles, perhaps the real issue lies in the culture of those organisations, not the women themselves.
Reclaiming the Conversation
It’s time to retire Imposter Syndrome as a blanket term for the legitimate unease felt by those who are pushing boundaries. Instead, we should focus on reframing the conversation:
Validate Experiences: Acknowledge that feeling out of place is often a rational response to systemic inequality.
Call for Change: Shift the emphasis from fixing individuals to transforming workplaces. Prioritise diversity, inclusion, and equity at every level.
Redefine Growth: Embrace discomfort as a natural part of stepping into new challenges, without conflating it with inadequacy.
A New Era of Confidence
Women don’t need to be told to silence their inner critics or "lean in" harder. They need workplaces that reflect their worth, leadership that values their perspectives, and teams where they aren’t the only ones in the room who look like them.
By rejecting the outdated and oversimplified narrative of Imposter Syndrome, we pave the way for a more inclusive, empathetic, and equitable professional landscape. Let’s stop asking women to fix themselves and start fixing the systems that made them feel like impostors in the first place.