How Do Board Members and Potential Board Members Overcome Impostor Syndrome?
Impostor syndrome thrives on isolation. There are several ways board members can tackle and overcome its inner voice.
What is this advice about?
This advice is for anyone on a heritage organisation board thinking of applying for a board position and those with governance responsibility in their organisation.
It is a guide to helping board members recognise and tackle impostor syndrome, meaning a persistent and acute feeling of self-doubt and lack of belief in skills, knowledge and ability despite feedback and evidence to the contrary.
What are the key points?
- Impostor syndrome is a common issue that makes people feel intense and overwhelming feelings of self-doubt and a fear of being 'found out' as a fraud
- Symptoms are often internalised, where those with impostor syndrome isolate themselves and suffer burnout
- Tackling impostor syndrome can make board members more confident, as well as more productive and more satisfied in their role
- Organisations should be proactive and visible in supporting board members, recognising success, achievements and contributions to tackle inner self-doubt
What is impostor syndrome?
Everyone will have situations where they feel out of their depth or need support. Impostor syndrome goes beyond this, bringing a chronic sense of inadequacy and self-doubt that can significantly impact mental well-being and working performance and persists even upon praise, positive feedback, or evidence to the contrary of the self-doubt.
Whilst it is not a mental health condition, it can have a significant impact on mental well-being and can be associated with depression and anxiety. People with impostor syndrome usually internalise their feelings, meaning colleagues, fellow board members and friends may not be aware. However, it can impact satisfaction and performance if the symptoms become overwhelming, leading to burnout.
Common symptoms include:
- Perfectionism and setting impossibly high standards, sometimes leading to 'paralysis by analysis' or an inability to start work for fear of getting it wrong
- Intense sensitivity to small mistakes
- Denying or talking down achievements, or accrediting to luck rather than skill and ability
- An overwhelming fear of being 'discovered' or 'caught out'
- Feeling inadequate, like a fraud, or 'not enough'
Boards can be an environment where impostor syndrome is widespread due to perceptions of other board members being more experienced, senior or high-profile. The perception of boards being solely for senior and highly experienced individuals compounds this.
To tackle these perceptions, organisations can read our guidance on 'Why Does Diversity Matter on Heritage Boards?'
How can board members tackle impostor syndrome?
There are several ways board members can tackle the inner voice of impostor syndrome.
Remember that all types of experience, skill and knowledge are useful to boards, and it takes a range of voices to make a strong board. Heritage organisations need people with passion for different types of heritage, but also different life experiences and specialisms.
Do not write yourself off as a potential board member or compare yourself to other board members – you have what the board needs.
1. Become familiar with impostor syndrome
Read as much as possible about impostor syndrome: how it manifests for different people, and different techniques for tackling it. This guidance is a very short introduction and there are more in-depth guides online. The more knowledge you have, the better able you are to recognise symptoms and then work through them, rather than allow them to spiral or overcome you.
As a starting point, there are some links below in the further reading section.
2. Find a mentor or someone to talk to
If you are a new board member, your organisation may have a mentoring scheme to 'buddy' you up with an existing board member. They can help to reassure you on any points of uncertainty, but can also point to where your skills, knowledge and experience are helpful for the organisation. If you are not yet a board member, reach out within professional networks to find someone who sits on a board who can act as a mentor. The important common factor is to talk about your feelings and work through them with an outside eye – impostor syndrome thrives on isolation.
3. Look back on your achievements as evidence
Your achievements are a record of how your skills and experience have contributed to success – remind yourself of this regularly. Think of the impacts of your work and where it has been seen, shared and appreciated. Any past achievement is evidence of your ability and a counter to the impostor syndrome negative voice. Give yourself credit and get used to using positive language about what you do, from day-to-day work to big achievements. Think in terms of facts, not feelings.
How can organisations support board members?
Though board members can take steps to personally recognise and tackle impostor syndrome, organisations should also be proactive in this area. An organisation that has a culture of openness, as well as clear lines of support, is one that has thriving board members who can work at their full potential.
1. Shout about wins, big and small
Be sure to celebrate your board both as a collective and the individuals within it. Often organisations can celebrate staff and volunteers and ask the board to pass on its congratulations, but this should also work the other way around. Congratulate board members for discussions held with professionalism and candour, or for their ideas and contributions. Make these celebrations not only internal but also part of organisational communications where appropriate.
2. Recognise the signs and act quickly
From the symptoms listed above, and by undergoing training or CPD (continuing professional development) on impostor syndrome, you should recognise signs of impostor syndrome in your board. This could be board members not taking credit for their achievements, noticing board members being unwilling to speak up even on matters of their expertise, and statements about not being qualified enough or 'good enough' for specific roles. Tackle these directly by refuting negative talk, giving concrete examples of why board members are important to the board, and signposting board members to sources of support.
3. Extend staff benefits to the board
If your organisation offers staff access to a support service, such as a third-party advice line or an employee assistant programme, extend this to your board members and make this benefit clear to potential board members. This gives them a place to talk about their feelings and concerns without having to open up to colleagues and peers, which might contribute to their impostor syndrome.
Also of interest
