Managing Impostor Feelings

The impostor phenomenon (or Impostor Syndrome as it’s colloquially known) was first described in 1978 by Pauline Clance and Suzanne Imes. Studying a group of high achieving women, they noticed a pattern of “intellectual fraudism” where, despite being good on paper, their subjects did not feel good enough, and feared that they would be found out. “Despite outstanding academic and professional accomplishments, women who experience the imposter phenomenon persist in believing that they are really not bright and have fooled anyone who thinks otherwise.” These women tended to internal failures and setbacks, and failed to take responsibility for successes, instead attributing them to luck or to other people’s involvement.[1]

 

Since then, this phenomenon has been observed across genders, ages and ethnic backgrounds, affecting up to 82% of us.[2] It can be considered one manifestation of professional self-doubt, a normal and useful part of reflection and development. This becomes a problem, however, when it either causes distress and anxiety, or starts to limit behaviour and the taking of growth opportunities.

You can read more about imposter syndrome in surgeons in this article that I wrote for the Bulletin of the RCS (Engl.).[3]