Impostor syndrome is a psychological phenomenon that affects many professionals, and project managers are no strangers to it.
It is common to think, “I don’t deserve what I’ve achieved,” even when you have accomplished great things. The fear of not being good enough can develop into a fear of being exposed, affecting your career and personal well-being.
In this article, we will examine this and how it can be addressed, especially in the project management domain.
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What is the impostor phenomenon
First mentioned by Pauline Clance and Suzanne Imes in the 1970s, the term impostor phenomenon refers to this mix of chronic self-doubt and performance anxiety. According to psychologists Pauline Clance and Suzanne Imes, many people, even those who are successful, worry that their achievements are just a bluff.
A powerful ally of the impostor syndrome is the Dunning-Kruger effect, which states that those who are highly competent rate their abilities much lower than those who are less capable. This creates a gap between perception and reality, fueled by cognitive distortions: we minimize our successes and emphasize our mistakes while considering others superior.
Why are project managers particularly vulnerable to imposter syndrome?
Imposter syndrome thrives in the project management industry. The main reason is the complexity and fluid nature of this role.
Project managers are responsible for managing not only activities, deadlines, and resources but also people, conflicts, direction changes, and often unexpressed expectations. This role requires a range of skills, including leadership, communication, problem-solving, critical thinking, and emotional management.
Unlike academic qualifications or certifications, these skills are often difficult to measure or demonstrate objectively.
Also, unlike jobs with clear and structured training paths (engineers, doctors, lawyers), many project managers end up filling this role without a linear or “standard” career path. They come from different fields: IT, marketing, operations, sales, or even creative fields. Many are self-taught, becoming project managers “out of necessity” rather than by choice, learning by doing.
This variety of backgrounds enriches the profile, but on the other hand, it fuels a constant inner doubt: “Am I really qualified to lead this project?“
When working with technical teams, senior stakeholders, or demanding clients, the feeling of “not knowing enough” can become crippling. Even successes can be attributed to other factors: luck, team support, favorable circumstances, and never to one’s abilities.
To complicate matters further, a project manager’s success is often intangible and shared. They don’t directly develop a product, sign source code, or launch a campaign; they coordinate.
When coordinating people and processes, it becomes challenging to take full credit for results. This paves the way for the recurring thought: “I didn’t do anything special; I just kept things organized.” This is a subtle but powerful form of fear of being exposed.
Last but not least, the environment in which a project manager works is often uncertain, high-pressure, and full of expectations. Everyone expects them to know what to do, to have a ready answer, and to make quick decisions even when information is incomplete.
This constant pressure, combined with the habit of comparing oneself to others, creates the perfect mix for triggering the typical mechanisms of imposter syndrome.
How impostor syndrome manifests itself in project managers
In concrete terms, impostor syndrome in PMs takes on clearly recognizable traits:
● Doubting decision-making and leadership abilities: Everything you do is scrutinized, and every mistake is seen as a sign that you’re not good enough.
● Attributing success to external factors: A successful project is never considered a personal achievement but rather linked to luck, timing, or the help of others.
● Fear of being “exposed” as unqualified: The constant anxiety of not being “truly good” and that someone will notice.
● Trouble accepting compliments and recognition: Being praised is interpreted as a misunderstanding or exaggeration. Despite achievements, the reaction is often discomfort.
- Tendency to isolation and reluctance to ask for help: To avoid appearing weak or unprepared, people avoid asking for help, thereby increasing the pressure on themselves.
Impostor syndrome: strategies for overcoming it
Tackling imposter syndrome is not easy, but it is possible. The first step is acknowledging it for what it is: a distorted narrative about yourself fueled by cognitive distortions and unrealistic expectations.
To overcome it, it is crucial to take action on three levels: mental, relational, and operational.
1. Ask for help: Those who suffer from this syndrome often isolate themselves, fearing that they will be exposed. In reality, talking to others (mentors, colleagues, coaches) helps reduce feelings of inadequacy and rediscover personal skills.
2. Document your successes: Keeping a professional journal or track record of your achievements (projects delivered, milestones reached, feedback received) is a practical tool for reminding yourself that personal success is not a matter of chance.
3. Use tools that showcase value: This is where a fundamental support tool comes into play: technology. Platforms like Twproject offer project managers a structured environment for planning, monitoring, and documenting their work.
By tracking activities, tasks, workloads, and project progress, Twproject helps make the real impact of your contribution tangible. Seeing your achievements can directly fight that constant thought: “I don’t think I deserve what I’ve achieved.”
4. Cultivate awareness and self-training: Using tools to recognize the Dunning-Kruger effect, identify automatic thoughts, and correct cognitive distortions helps to rebuild a more balanced self-image. Targeted training and professional communities can offer resources and constructive feedback.
5. Normalize insecurity: Even the most experienced leaders have moments of doubt. Accepting that perfection is not possible, and that learning is a continuous process is essential for escaping the trap of comparison and living your role with greater peace of mind.
Thanks to tools such as Twproject, the value of the project manager’s work becomes visible and measurable. When results are clear, shared, and traceable, recognizing and internalizing successes is much easier, restoring confidence in one’s abilities.
