Does coaching alleviate
imposter syndrome?
Is there an imposter syndrome solution?
This summary offers a synopsis of my masters research findings and the extant peer reviewed research on coaching imposter syndrome, which is limited, hence my own masters research, ‘Coaching Imposter Syndrome: The Coach’s Perspective’; these are legit’ pieces of research. I must point out that this is a summary; a year’s work is impossible to squeeze into 1500 words and so much didn’t make the masters cut, never mind this summary. I’m including points, I have a vast amount of additional material behind this; please get in touch for more depth if that’s of interest. If I share my own views and experience, I’ll state that clearly – this you can take or leave.
Do coaches believe coaching alleviates imposter syndrome? This was my final research question. I’ll share my conclusion first: If searching for a neatly boxed coaching model to solve or alleviate imposter syndrome, my study disappoints, and the coaches in my study cautioned anything that masquerades as such a panacea!
The coaches in my study believe, from first hand experience, coaching can alleviate imposter feelings effectively, but coaching, or coaching alone may not be the appropriate domain to work with the complexity of imposter syndrome – my findings show differentiating the two is key. What sits behind this? You may want to read my ‘dissertation summary’ and ‘what is imposter syndrome?’ summary for the contextual background.
There is a key point to note from my findings; imposter feelings and thoughts differ from imposter syndrome and this differentiation impacts the coach and the client. For the coach, my findings show an understanding of the imposter spectrum and the complexity of the construct is important to identify the differences. In my research, these coaches hadn’t studied imposter syndrome and did not use the forensic clinical terminology; they described their perception of successful and challenging cases that would fall into the imposter spectrum, noting the very challenging cases. As a coaching client, I think a take-away from this is working with a professional coach who works with and in support of you as a whole individual, whatever you bring to the session. Be wary of those offering solutions to imposter syndrome in a programme or virtual learning. The phrase ‘If you only have a hammer, everything is a nail’ might resonate. You are not imposter syndrome, you are a highly complex individual and deserve coaching that works with and for you.
My research participants questioned the validity and efficacy of labelling; whether coaches’ identifying a collection of thoughts, feelings and behaviours as imposter syndrome narrows the coaches’ vision? This raised questions of what could we as coaches be missing, not seeing or hearing once the label has formed and attached? It formed some interesting questions around collusion between coach and coachee, if perhaps the coach also experiences imposter feelings and has self-diagnosed/labelled; which is conceivable if Gravois’s (2007) the headline of 70% of individuals will experience an episode of imposter feelings is true [In 1]. This crucial point they made also related to the influence coaches can have on organisations and workplaces and individuals within. The potential impact of propagating the imposter syndrome label within the workplace and coaching industry may potentially doing more insidious harm than good. It’s a highly individual, complex and contextual construct – a blanket label / diagnosis that does not take the multi-factorial nature of its characteristics, fears and beliefs may be doing more harm than good. One research participant suggested labels are a self-fulfilling prophesy, another cautioned that if you didn’t think you had imposter syndrome before you carried out a survey questionnaire, then you undoubtedly would after; imposter feelings are very common. Another shared caution over flippantly touching on what might be something stemming from childhood trauma or a traumatic experience; you don’t know what you’re touching on and so this requires care. Another raised concern about coaches making an industry out of imposter feelings which are so common and normal, and syndrome can be such a sensitive deep area – is it doing more harm than good? It raised the question of how to support leaders and organisations who want to address how imposter feelings/syndrome may affect their culture and vise-versa. For these coaches, this related to the view of professional coaching and coaches, education, and ethics.
In short, the coaches in my study coached the individual and their unique lived experience as they are; non-judgmentally and non-diagnostically. In addition to this, these experienced coaches have been working with what would now be called imposter feelings and thoughts long before it became mainstream terminology – they were not piecing this together or reaching for a label, they were working with the individual, one to one, as they are now and desire to be; successfully, effectively, and sustainably.
These coaches, with some knowledge and awareness of imposter syndrome, still do not coach imposter syndrome as a construct or a label, in fact they deliberately and stay away from pseudo-diagnosis and labelling. None of these coaches changed their philosophy, style, and approach to fit what could be considered imposter thoughts, feelings, or syndrome, even if the client presented a self-labelled concept of themselves. They offered their thoughts and approaches on dealing with client self-labelling.
They didn’t share their imposter ‘secret sauce’, they couldn’t, because they don’t believe it exists! Imposter feelings according to my findings are normal, commonly experienced, often triggered in certain contexts and sustainably manageable. Individualised one-on-one developmental and transformational coaching that drives self-reflection, self-awareness, and safe behavioural experimentation, they believe, makes a huge sustainable impact. Interestingly and by chance, these coaches’ practices are all grounded in psychology-based coaching approaches sprinkled with neuroscience to varying degrees to either inform their practice, share educationally to empower their clients or both. Some use models and tools, although sparingly and some do not, at all, ever. Psychology-based coaching approaches include cognitive behavioural coaching (CBC), positive psychology and solution focussed to name a few. They are often backed by scientific research, so considered evidence-based approaches to coaching and many coaches practicing in the psychological domain incorporate principles of neuroscience, mindfulness, and mind-set research [2, 3]. My findings showed these coaches work eclectically, flexing their style and approach to the needs of the clients, every situation and coaching session is different. Clients evolve within each session too and being open to that, they agreed is vital. My own experience as a coach concurs with this.
They related labelling to a drive to find solutions; if one labels (diagnoses), one may fall into the trap of finding a solution (prescribing) and this may blinker the coach, the process, and the relationship. Finding a tried and tested solution for anything in coaching is a danger; and the old adage, ‘If you only have a hammer, everything is a nail’, raises it’s head again. What is the coach missing? What is the client missing? Are square pegs being squeezed into round holes? No two clients are the same, my findings showed these coaches were aware of these pitfalls and actively and consciously worked to remain in service of the client, that is being fully aware of what’s going on for them and themselves dynamically within each session and remaining present to that.
My findings suggest coach expertise is required to understand client readiness to change and what type of goals their client will embrace [4], perhaps more so when supporting the complexity of imposter syndrome which often impacts psychological well-being [5]. Psychological well-being, including mental health is an emerging phenomenon in its own right [6], it's feasible this is linked to client self-presentation of imposter syndrome and perhaps the over or misuse of the term as a catch-all. Research still suggests imposter feelings and syndrome are secretive and often shameful, often undisclosed [5, 7-9], yet my findings suggest this is changing as increasingly more people come to coaching to talk about what they believe to be imposter syndrome; sharing anxieties and concerns. This in my own view is great, people are feeling ‘out of sorts’ and coming to talk to coaches. How the coach responds however, my findings allude to originating in the professionalism of the coach; reflexivity, critical thinking, ethical considerations and very importantly and understanding and honouring of their own and clients boundaries.
The coaching relationship is an integral part of any coach’s toolkit and coaching outcomes are directly affected by the quality of the coaching relationship including rapport, trust and connection; clients are shown to value the relationship over overcomes [10]. A strong relationship is key to working with clients on emotions, breakthroughs and shifts. Importantly, critical moments are very insightful and shifts empowering but these can be triggering unless handled with care and connection, the coaches in my study resonated with this when referencing imposter syndrome and their challenging cases [10]. My findings suggest coaches who can build a strong relationship in a one-to-one capacity and who are comfortable working with deep rooted beliefs, which may as one put it require, “looking at the then and there to be able to change the here and now”, can work successfully to alleviate imposter feelings and potentially support those experiencing imposter syndrome.
Coaching may be the first place imposter thoughts, feelings or syndrome have a safe space to appear and for one’s inner voice to find volume – coaching and coaches have a valuable contribution here. A coach may be the first person someone opens to. My findings agree with coaching literature, working in service of the client must include an awareness of the coaches impact and personal boundaries. There are blurred lines between coaching and therapy [11] and it relies on coach training, awareness, qualification, experience and supervision, in short their professionalism, to know ones limitations in a non-regulated field. The coaches in my study felt particularly strongly about this professionalism as arguably those experiencing feelings on imposter spectrum, may also straddle the coaching therapy spectrum. Imposter syndrome is more than procrastination, more than perfectionism, more than self-doubt or lack of confidence, more than comparing ones self to others. Imposter thoughts, feelings, syndrome, or experience is very real and according to my findings should not be taken lightly.
Does coaching work? Yes, it can alleviate imposter feelings sustainably and effectively, but it may not be as effective in supporting imposter syndrome. In my own view, it takes a skilled, professional, and educated coach to know the difference. If you feel anything above resonates with you or you feel you are experiencing imposter thoughts, feelings, syndrome and you’d like to have a chat with a coach, my advice is find a coach that understands imposter syndrome, has experience of supporting clients and if you really want sustainable results begin one-to-one developmental and transformational coaching. Why? because you are capable of change, but you are unique and you deserve a bespoke tailored coaching experience, just for you.
If you’d like to chat more or have some questions, I’d be delighted to hear from you.
If you’d like to chat about how coaching with me might help you, please give me a call or drop me a note to arrange a time to chat.
If you’d like to discuss a working collaboration or the creation of a workshop / masterclass steeped in peer reviewed research, specifically for your audience, please get in touch.
I trust that anything you take from this, you’ll reference back to its source, either me [A] or a few of the many studies from authors I mention as detailed below.
A. Caleary, G. Coaching Imposter Syndrome: The Coach’s Perspective. What is imposter syndrome. Unpublished manuscript, Newcastle Business School, Northumbria University 2022, taken from https://gillcalearycoaching.co.uk/
1. Neureiter, M. and E. Traut-Mattausch Inspecting the dangers of feeling like a fake: An empirical investigation of the Impostor Phenomenon in the world of work. Frontiers in Psychology, 2016b. 7, 1445-1445 DOI: 10.3389/fpsyg.2016.01445.
2. Palmer, S. and A. Whybrow, eds. Handbook of coaching psychology: a guide for practitioners. Second edition.. ed., ed. S. Palmer and A. Whybrow. 2019, London & New York: Routledge, Taylor & Francis Group.
3. Palmer, S. and H. Williams, Cognitive Behavioural Approaches in The Wiley-Blackwell handbook of the psychology of coaching and mentoring, J. Passmore, Editor. 2018, John Wiley & Sons.
4. Grant, A.M., Goals and coaching: An integrated evidence-based model of goal-focused coaching and coaching psychology, in Handbook of Coaching Psychology, S. Palmer and A. Whybrow, Editors. 2019, Routledge. p. 34-50.
5. Clance, P.R. and S.A. Imes The imposter phenomenon in high achieving women: Dynamics and therapeutic intervention - University of Northumbria. Psychotherapy: Theory, Research & Practice, 1978. 15 (3), 241-247 DOI: DOI: 10.1037/h0086006.
6. Ruini, C. and S.C. Marques, eds. Psychotherapy, counseling, and coaching: Different alternatives for promoting psychological well-being. 3 ed ed. The Oxford Handbook of Positive Psychology, ed. C.R. Snyder, et al. 2021, Oxford University Press DOI: 10.1093/oxfordhb/9780199396511.013.49.
7. Kets de Vries, M.F.R. The dangers of feeling like a fake. Harvard Business Review, 2005. 83 (9), 108-159.
8. Bernard, N.S., S.J. Dollinger, and N.V. Ramaniah Applying the big five personality factors to the impostor phenomenon. Journal of personality assessment, 2002. 78 (2), 321-333 DOI: 10.1207/S15327752JPA7802_07.
9. Clance, P.R., The Imposter Phenomenon: overcoming the fear that haunts your success. 1985, Atlanta, USA.: Peachtree Pub Ltd.
10. O’Broin, A. and S. Palmer, The coaching relationship. A key role in the coaching process and outcomes., in Handbook of coaching psychology: a guide for practitioners., S. Palmer and A. Whybrow, Editors. 2019, Routledge. p. 471-486.
11. Bachkirova, T. and S. Baker, Revisiting the issue of boundaries between coaching and counselling., in Handbook of coaching psychology: a guide for practitioners, S. Palmer and A. Whybrow, Editors. 2019, Routledge. p. 487-499.