“But I didn’t mean to tease” pleads my 7 year old, in an all too familiar routine. My standard reply swiftly follows, “I understand, but it isn’t just what you mean to happen that is important”. My 7 year old is grappling with some big topics. He is trying to understand the concept of perception whilst learning to master empathy. It is a work in progress, but he is doing his best to help improve the sibling environment for his little brother, who he knows is plagued by unfounded self-doubt.

In the workplace we have the benefit of maturity to better understand these challenges. Negative self-perception can artificially undermine achievements, limit creativity and lower productivity. The impact of self-doubt is increasingly centre stage as organisations search for new ways to realise breakthrough performance. Research and reflection abound over a range of positive strategies and toolkits to help individuals boost confidence and ‘own’ their successes, and thereby eliminate the dogged feeling of imposter syndrome.

But what of the frame of reference? Are rigid organisational structures including policy, process and expectations of professional norms exacerbating these issues? Even in the modern workplace, are we still being groomed toward conformity, needing to master our ‘at-work’ personalities, complete with matching navy suit and slick hair? And in our quest to portray ourselves as unflappable professional superheroes performing our roles with impeccable precision, are we losing focus on high performance where it is actually needed, where it counts the most?

A colleague shared with me recently that she observed a progressive ‘relaxation’ of outfits people were choosing to wear, over a number of weeks of COVID-induced video teleconferencing. She said at the same time it appeared that the candour of communication increased which improved team connection, alignment and productivity. It is an interesting observation. Comfort levels increasing, guards coming down, self-expectations converging with group norms, confidence restored, energy channelled to productive outcomes. And potentially, at the heart of it, was frank and honest communication.

Now, I am not advocating for us to break out our pyjamas at work and start advising our colleagues that we have never really liked their homemade birthday cake. Much like my 7 year old is beginning to realise, candour must be tempered by empathy and maturity. What I am suggesting however, is that leaders can and should tackle imposter syndrome at the organisational level, providing a more supportive context for sufferers to cope, and robbing the feelings of fear and doubt any source of power in the workplace.

At the heart of the challenge is promoting the value of authenticity above conformity. Leaders who systematically normalise vulnerability, candour and diversity, effectively ignite organisational creativity and innovation. Learning replaces failure. Insight replaces shame. The collective energy previously wasted on self-doubt is channelled towards meaningful outcomes, and new horizons of success materialise. Imposters are no longer the voices of self-doubt hidden away in the minds of individuals. Instead, imposters are the very tangible team members who do not embrace the culture of authenticity and inclusiveness forming around them.

My 7 year old almost gets it. What he means to say is not what his brother always hears. And, in the meantime, my 5 year old is working hard on eliminating his self-doubt which will in turn close the gap between his self-perception and the perception of others. As a family however, we also have the collective opportunity to create an environment that enables each of us to be the best version of ourselves.

Written by Ellie Hamilton, Program Manager - AOR (SEA1654) at Raytheon Australia