Let’s be honest—almost everyone has felt like an impostor at some point. You might hit a big goal, yet still think, “I just got lucky.” That quiet, creeping doubt doesn’t care about résumés or awards. It hits new graduates, executives, and creative minds alike.
Leaders see it more than most. It shows up when talented employees hesitate to speak, overwork to “prove” themselves, or dismiss their own achievements. Impostor syndrome eats confidence and thrives in silence.
So, what can leaders do to counteract impostor syndrome? The answer starts with empathy. Leadership isn’t just about results—it’s about helping people see their worth. True leaders create spaces where people feel safe to grow, fail, and try again.
This isn’t about giving endless pep talks or posters about confidence. It’s about leading with humanity, recognizing real work, using feedback for growth, and building cultures where everyone belongs. That’s what makes impostor feelings lose their grip.
Show What It Means to Work Like a Human
The phrase “work like a human” sounds simple, but it’s deeper than it looks. It’s about leading with warmth in a world obsessed with efficiency. It’s about remembering that people aren’t robots. They have stories, fears, and hopes.
Leading With Empathy
Empathy isn’t soft; it’s strong. When leaders take time to understand people—not just their roles—it changes everything. A stressed employee doesn’t need judgment. They need someone to ask, “Are you okay?”
That small question says, You matter beyond your output. It builds trust faster than any motivational speech.
Empathy turns leadership from control into connection. People open up when they feel understood. They take risks, share ideas, and stop hiding behind perfection. When that happens, impostor syndrome has less room to grow.
The Power of Vulnerability
Leaders often believe they must project certainty. But here’s the secret: vulnerability earns respect. A leader who admits, “I’ve made that mistake too,” becomes relatable, not weak.
Vulnerability breaks the illusion that success means never struggling. It tells people that doubt is part of the process. When leaders model honesty, others stop fearing imperfection. They see that even confident people sometimes question themselves—and still succeed.
As author Brené Brown said, vulnerability is not winning or losing. It’s showing up when you can’t control the outcome. That’s leadership at its most human.
Creating Psychological Safety
Ever noticed how some meetings go silent after a tough question? That silence is fear. People worry that speaking up will backfire.
Psychological safety means flipping that script. It’s about making sure no one fears embarrassment or punishment for speaking truthfully.
Leaders create it through calm reactions, open dialogue, and consistent respect. If someone shares an unpopular idea, say, “Let’s explore that.” That small response signals safety.
When people know mistakes won’t end their credibility, they think bigger. They feel brave enough to show up fully—and impostor syndrome can’t survive in that light.
Recognize People’s Accomplishments
Recognition is not a luxury; it’s fuel. A lot of impostor feelings stem from invisibility. People give their best, but no one acknowledges it. Over time, that silence becomes doubt.
Specific and Honest Praise
Generic praise—“Great job”—rarely sticks. People brush it off because it feels empty. But when you name exactly what impressed you, it lands.
Say, “Your presentation clarified a complex topic for the client. That skill is rare.” That detail proves you were paying attention.
Authentic recognition needs timing and sincerity. It doesn’t require fancy awards or applause. Just genuine words that show awareness of effort.
Recognizing the Quiet Achievers
Some employees speak loudly. Others lead quietly, stabilizing teams, solving problems behind the scenes. Both contribute to success.
Leaders often miss the quiet ones, but impostor syndrome loves quiet corners. A simple “I noticed how you handled that issue calmly” can change someone’s self-view.
Different people shine in different ways. Leadership means noticing all of them—not just the ones in the spotlight.
Making Recognition Part of Culture
Recognition shouldn’t depend on mood or milestones. It should be woven into the team’s daily rhythm. Encourage peers to recognize one another too.
When appreciation becomes cultural, everyone lifts each other up. The office feels lighter. Confidence spreads naturally. People stop wondering if they’re enough—because they’re reminded daily that they are.
Recognition isn’t fluff. It’s the oxygen of belonging.
Utilize Feedback for Development
Feedback can build confidence—or crush it. The difference lies in delivery. Many employees associate feedback with judgment, not growth. Leaders can change that perception.
Feedback as a Mirror, Not a Weapon
Good feedback shows people what they can improve without damaging their spirit. It’s like holding up a mirror gently, not shoving it in their face.
Leaders should start with what’s working, then address gaps with empathy. “I liked how you structured this report. The next one could go deeper in analysis.” Simple, kind, and clear.
It’s not about sugarcoating. It’s about giving guidance without stripping confidence. That’s how feedback becomes a tool for learning, not a trigger for impostor thoughts.
Continuous and Calm Conversations
Feedback shouldn’t appear once a year during performance reviews. That’s too late—and too formal.
Regular, short check-ins make feedback normal. It feels less like judgment, more like teamwork. Ask, “Want a quick thought on that project?” or “How do you feel about your progress?”
Small, steady conversations build trust. They help people see improvement as an ongoing process, not proof of failure.
Two-Way Feedback Builds Partnership
When leaders ask for feedback, it changes the power dynamic. It says, “I value your perspective.”
That humility invites honesty both ways. It creates equality in communication. Employees feel seen as partners, not subordinates.
Leaders who model openness make feedback a shared practice. That culture leaves little room for impostor syndrome—it thrives only in hierarchies of fear.
Create a Culture of Inclusion
You can’t fix impostor syndrome without fixing belonging. Feeling like an outsider is the spark that fuels it. Inclusion is the antidote.
Building True Belonging
Belonging means more than diversity numbers. It’s about daily respect and fair opportunity. People should never have to hide parts of who they are to succeed.
Leaders can start small. Notice whose voices go unheard. Invite them in. Say, “We haven’t heard from you yet—what’s your view?” Those gestures tell people their input matters.
When employees feel accepted for who they are, self-doubt starts to fade. They stop comparing themselves to some invisible standard.
Representation and Mentorship
Representation is hope in human form. Seeing leaders from varied backgrounds signals possibility. It tells people, “Success looks like you, too.”
Leaders can mentor emerging talent who might otherwise doubt themselves. They can share their own early mistakes, proving that no path is perfect.
Mentorship is personal, but its impact ripples outward. It builds confidence one conversation at a time.
Open Conversations About Doubt
Talking about impostor syndrome in public spaces removes its power. Imagine a team meeting where a leader says, “I’ve struggled with this before.” Instantly, others exhale.
Normalize these talks. They don’t have to be heavy—just honest. They remind everyone that doubt doesn’t disqualify competence.
When people realize impostor thoughts are common, they lose their shame. That’s real inclusion—creating a place where truth feels safe.
Leadership That Builds, Not Breaks
Leadership is often associated with authority. But the most effective leaders lead through understanding. They recognize that people perform best when they feel supported, not scared.
A human-centered leader doesn’t chase perfection. They model progress. They value effort as much as outcome.
When people feel trusted, they stop second-guessing themselves. They take ownership. They stretch further.
And when leaders act with humanity, they don’t just manage work—they inspire confidence. That’s what dismantles impostor syndrome from the inside out.
Conclusion
So, what can leaders do to counteract impostor syndrome? They can start by seeing people, not performance scores.
They can show empathy. They can recognize every contribution. They can give feedback that lifts instead of wounds. And most importantly, they can create spaces where everyone feels they belong.
Leadership today is less about authority and more about authenticity. When leaders lead like humans, they help others feel human too—imperfect, yet capable.
Impostor syndrome doesn’t disappear overnight, but it weakens every time someone feels seen, valued, and trusted.
If you manage a team, start tomorrow with a question: “How can I make someone feel they belong today?” That’s leadership in action.
