I can do the job. Can’t I?

Many of us have experienced the disconcerting feeling of being an imposter in the workplace.

We doubt our qualifications, have a vague fear of exposure and generally feel undeserving of our position.

It is sobering to know these feelings are widespread and often do not reflect a person’s true capabilities and performance.

According to research conducted in April 2024 by SEEK Australia, around half of Australians – 55 per cent of women and 47 per cent of men – have felt imposter syndrome at some point.

For one in three job seekers, imposter syndrome prevented them from putting themselves forward for promotion or new job opportunities. 

I recently hosted a panel of finance industry leaders at a Women in Leadership event at ANZ, where they shared their personal career journeys, shedding light on the challenges and triumphs of navigating the corporate world.

The discussion around imposter syndrome was particularly fascinating. While not a new concept by any means, it was insightful to hear from accomplished leaders on how imposter syndrome has pursued them throughout their careers and how they have managed it.

Feeling like an imposter

EY Oceania Financial Services Managing Partner, Sarah Lowe opened up about her unconventional career path, which saw her begin as a kitchen hand and grow into a leader in finance.

Her candid recount of failing business school and working under an Italian chef before returning to university and being recruited by a big 4 professional services firm resonated with the audience. Her story is testament to the unpredictable nature of career development and the importance of self-confidence and resilience.

Sarah described the pervasive issue of imposter syndrome as a feeling of vulnerability and exposure, especially during periods of change such as taking on a new role.

Maile Carnegie, Group Executive for Australia Retail at ANZ says she started her career with imposter syndrome.

When she joined Proctor & Gamble as part of the graduate program, the company typically hired MBA’s. Maile and one other woman were part of an ‘experiment’ after completing only undergraduate degrees. This led to feelings of uncertainty for the first 15 years of Maile’s career.

“The thing that it took me a while to untangle was it never occurred to me that there was an intersection between my imposter syndrome and my gender. It never occurred to me there would be any acceleration or compounding of imposter syndrome because I was a woman, and so it took me a while to figure out that actually, there is some of it that potentially was quite unique to being a woman.”

Overcoming

According to both Maile and Sarah, overcoming imposter syndrome is a multifaceted process involving personal growth, support and a shift in perspective.

The women highlighted the following four strategies that helped them manage imposter syndrome and become successful leaders.

Seek support

Both Sarah and Maile emphasised the significance of a strong support network, whether it be family, friends or colleagues, in overcoming self-doubt and building confidence.

Looking back on her career, Maile says what really helped her in those moments where she felt a bit wobbly was the critical people in her life, including her husband.

“Those who are somewhat dumbfounded that I would even question whether I could do it, who always have my back.”

Sarah agreed.

“It really is about connection and trust and knowing that there's someone who you can be vulnerable, open and honest with – whether that’s a colleague, your team, your friend, your partner or your Mum or Dad. Being able to share and break down the situation with someone who can help you see it more clearly is absolutely critical.”

Embrace change

Feeling vulnerable during periods of change is normal. Accepting these feelings and being aware of them can really help overcome the feeling of ‘not being good enough’ during times of upheaval and change.

Sarah reflected there were various times when this feeling appeared in her career – for her it was during periods of change, such as taking on a new role.

“We can put unrealistic expectations on ourselves to have all the answers and immediately know everything that's going on when starting a new role. This pressure can lead to questions such as ‘why am I here? Should I have taken this role? and ‘can I really do this?’ I find it tends to manifest when I’m feeling a bit isolated or like I’m moving away from the pack.”

A perfectionist by nature, Sarah believes this can also be a catalyst for imposter syndrome.

“While I don't think I've ever felt like an imposter as such, I do think that it’s during times when I'm not sure I have all the answers that I feel the most exposed.”

“And it’s at those times that I sometimes find myself wondering if people will be looking at me and thinking, maybe she shouldn’t have been put into this position because she doesn't know what she's doing. It's that vulnerability, for me, that causes the moments of discomfort.”

Mentorship and sponsorship

Embracing mentorship and sponsorship can assist in both boosting your confidence and helping you manage more effectively through those times when you feel imposter thoughts creeping in.

Sarah says that sponsorship is just as important as having a mentor.

“Sponsorship is knowing that someone has your back - that they are keeping their eyes and ears open for your next opportunity and maybe even pushing you towards one that you wouldn't otherwise put your hand up for,” she says.

As someone who naturally shies away from traditional networking, Maile has always taken more of a ‘content’ focused approach and put her hand up for more work in areas that she is interested in.

“By the act of doing that work, it has typically opened up opportunities for me. This approach has given me confidence to say ‘okay, can I do that’ while doing it in a way that I am comfortable with.”

Be your most authentic self

Both Sarah and Maile encouraged the audience to embrace their unique styles and to worry less about others' perceptions, focusing instead on passion and enjoyment in their work.

Sarah highlighted the importance of language.

“Language is a powerful tool for leaders. You've got to be authentic. It's got to be comfortable and feel natural, while still getting your point across.”

Having worked for a company with a very defined view of what a leader looked like and should look like, Maile says it wasn't until at least a decade into her career that she threw off the shackles and decided she was going to lead and lead her way.

“For most of us, when you finally decide to be your authentic self, that’s when you become the best, most secure version of a leader.”

Enjoy the ride

And of course, hindsight it a wonderful thing. When asked what advice they would give their younger selves, Sarah said “just enjoy the journey”.

“No one has all the answers. While you might think people are going to judge you, it’s worth remembering that everyone else is also busy worrying about what they're going to say or do next,” she says.

“So do what makes you happy. Being passionate about and connected to your work is 95 per cent of it. The rest of it is a bit of tinkering around the edges - having discipline, focus and a bit of luck.”

Maile says having your home and personal life in order is the key to a successful career journey.

“I would say the only real time in my career when I felt like it was all too much - had nothing to do with work. It's got everything to do with home. And so actually, the advice I would give myself is invest in making sure your home situation is sorted,” she says.

“My job is always relatively kind of easy and manageable when the home fires are all in the right place. Particularly with children, it takes a village.”

Career paths are rarely linear, and discussion like this help us recognise that overcoming challenges like imposter syndrome is part of the journey to becoming a true leader.

Sandra Burns is Head of Financial Crime Transformation at ANZ.