A Solution Focused guide to Imposter syndrome

We love a label, don’t we? It’s how we make sense of the world. And sometimes it’s helpful to name those sticky concepts we struggle to understand — like that paralysing overwhelm when you take on more responsibility or when you start achieving real success in your business or career, that’s when that little voice creeps in: Are you sure you’re up to this? Look at everyone else in a similar role — they seem to be doing better than you. And the big one: You’re going to get found out. Fired. Ousted. Career destroyed.

Imposter syndrome is surprisingly common. I hear about it time and time again, and the statistics back this up: it’s estimated that over 60% of working professionals experience it — in short, most of us. That figure rises the higher you go, with CEOs reported at over 70%. So if most people experience it, why do we need a special label for it?

The problem with labels is that they can pathologise what is simply a very natural brain response. When we repeatedly think or speak about something as a fixed “syndrome,” we subtly encourage the brain to gather more evidence for it. Before long, what started as a passing thought during stress or overwhelm becomes part of our identity — our status quo.

So what can we do to lessen imposter-like feelings?

The first step is to delabel it and see these thoughts for what they are: a social threat response generated by the brain, especially when we’re tired, busy, or stressed — which, unfortunately often accompanies doing well at work!

Different parts of the brain take on different roles. The prefrontal cortex is the rational, forward-thinking part that helps us reach goals and succeed. When we’re operating from here, we have a realistic sense of our abilities and strengths. We feel competent, and we can look at the areas we need to improve proactively without spiralling.

When we experience extreme, irrational thoughts, we’re operating more from what’s often called the survival brain. This system was vital in hunter-gatherer times, when survival depended on constantly scanning for predators, food scarcity, and threats to safety within the group.

This is the part that generates the fight-flight-freeze response. It kept us alive in the presence of real danger. But it hasn’t evolved much since then and it’s still triggered by perceived threats. When we’re stressed, overloaded, or sleep-deprived, this system becomes overactive. It scans for danger, raises our anxiety, and presents worst-case scenarios as if they’re facts.

And because we are social beings, our place in the group once meant everything. If we were banished, we lost protection, food, and community. So it made sense for the brain to pay close attention to anything that might threaten our reputation or belonging.

Paradoxically, the more successful we become, the louder this response can get. According to the survival brain, the further we move beyond our comfort zone, the greater the risk of letting people down and being ousted — even when all the objective evidence suggests we’re doing well. So if you are experiencing imposter syndrome feelings-congratulations! You’re probably doing well in your field!

The good news is that our brains are flexible. Just as our thoughts can reinforce imposter-like feelings, they can also redirect us toward something more constructive.

First, interrupt the survival brain’s propaganda. Ask yourself: Where and how am I doing well? Actively look for the abundant evidence of your competence and successes. This helps bring the rational brain back online.

Second, accept that these thoughts will crop up from time to time. If we can see them as a fire alarm that’s overly sensitive — rather than reality — we can move past them more easily.

Third, remember that tired, stressed, overloaded brains are far more reactive. If you have important meetings or projects coming up, do what you can to prioritise rest and downtime. And when an imposter-type thought appears, get curious: Is my timetable crammed? Have I been sleeping less? Am I more stressed than usual?

When we link these thoughts to something tangible and manageable — rather than to a fixed identity like “imposter syndrome” — we regain agency. We can make practical adjustments, calm the nervous system, and give the brain what it needs to feel safe, capable, and able to thrive.