Breaking the stigma: Understanding and overcoming imposter syndrome in the legal profession

What might make you feel like an imposter and increase anxiety?

Imposter syndrome removes the objective assessment of achievements and, as it prompts less self-belief coupled (ironically) with a need to not be seen as a failure, it promotes anxiety.  Here are some examples of how it can be reinforced:

1. you miss a deadline and are self-critical, or you complete the task thinking 'that was lucky!';
2. you are a career changer but believe you are not good enough to be a lawyer;
3. you keep checking your work while feeling you must work harder or longer than others for recognition - but without evidence;
4. you think that 'constructive' feedback confirms that you do not deserve succeed;
5. you compare yourself to colleagues and believe they are more confident, quicker or 'better' than you at drafting, presenting, delegating, building relationships or simply fitting in;
6. you fear applying for a new role or promotion because you do not tick all the boxes; as an associate, you tell yourself that you’ll never be a partner because you hate networking;
7. you are nervous about speaking up or, as I was, asking questions because you think others will discover your weaknesses;
8. you undersell yourself or self-talk yourself into not deserving; for example, to lead a presentation or a client meeting. When you are invited, you doubt the reason why.

Minimising imposter syndrome and feelings of anxiety

If imposter syndrome is left unmanaged, you remain stuck in the spiral of 'not good enough'. Try the following:

1. acknowledge your achievements, noticing how far you have come in developing resilience, professional growth and determination;
2. accept positive feedback and keep a note of what motivates you;
3. remind yourself that high profile lawyers, including Michelle Obama, have experienced self-doubt;
4. assess whether your high standards are reasonable. Experiment with letting go and ask questions without judging yourself;
5. catch your thoughts of self-doubt and ask if they’re actually accurate; Turn 'I cannot do this' into 'I’ll do my best to complete this';
6. stop comparing yourself to others or feeling you must prove yourself to everyone. Observe what and who you admire rather than compare;
7. focus on positive career drivers rather than being driven by fear. For example, of not winning a case, not securing a client, not getting something right the first time;
8. if you believe that your imposter syndrome is based on a feeling of not fitting in (perhaps due to life experience, ethnicity or social background), join a group aligned with your interests or where others with a similar background are hanging out;
9. create your own intrinsic system to mindfully measure your achievements that includes 'small wins';
10. practice self-care and talk to someone. This may be a trusted friend, a professional coach or therapist or an organisation like LawCare which has volunteers who you can talk to without any judgment, and in a safe space.

With time, your experience of imposter syndrome can become a motivator for positive change.

What managers, leaders and HR can offer

Enabling lawyers at all levels to come to work as their whole self is essential for productivity and job satisfaction. It promotes a sense of belonging which helps to reduce anxiety. Try:

1. appealing to senior lawyers who have experienced imposter syndrome to become role models: create a culture where this vulnerability is addressed rather than dismissed;
2. ensuring an honest workplace culture where mental health is known to be taken seriously – and supported: individual lawyers may not know they are experiencing imposter syndrome or may feel it’s not serious enough to address unlike, for example, burnout;
3. informing/training supervisors about the prevalence of imposter syndrome, how it manifests and how they can help, for example, with complete instructions, open conversations and by seeing the person as a whole person;
4. encouraging those who experience imposter syndrome to explore mentorship beyond the department;
5. providing lawyers with access to coaching, training, therapy or other support services to minimise anxiety driven by imposter syndrome before it increases, for example before the partnership process begins for a senior associate.

I have noticed that lawyers typically think that they alone experience imposter syndrome and the shame (mis)associated with it. However (1) there will be several colleagues in a similar position and (2) it can surface at any stage of one’s career.

With greater self-compassion and a collective approach of workplace inclusion, individuals, teams and entire organisations can thrive; the more equipped lawyers feel to address their anxiety the greater the opportunity to unearth their fullest potential.