You're never too old for imposter syndrome to strike, no matter how far along in your career you are. According to Harvard Business Review, imposter syndrome is a feeling of inadequacy that continues despite apparent accomplishment. Imposters have continuous self-doubt and a sense of intellectual fraud, which overshadow emotions of success or external proof of competence. Does this ring a bell?
Even after years as a product leader and founder, you may get the feeling of being an imposter now and again. We occasionally have to make decisions based on incomplete information.
For instance, suppose with a recent project, the data is not performing as planned. With no clear "correct" solution in front of us, we will have to determine whether to adjust or not. As an expert, you should be able to handle everything. However, you might feel like an imposter at the time.
Why Are Product Managers More At Risk of Imposter Syndrome?
Product managers (PMs) are particularly susceptible to imposter syndrome. Our occupation has a hazy definition. There are several reasons why product managers may be more prone to the feeling.
To begin with, there is no such thing as a "product management" degree. It's not something you prepare for. There is no one-size-fits-all approach to becoming one. For product managers, there is no universal definition of success. It's natural to feel like an imposter when you don't have a track record of accomplishment.
Colleagues also expect their product managers to know everything. We don't have them all, of course—no one does. However, we are supposed to know just enough about everything to be able to speak intelligently and have an opinion on almost any topic. It's critical to our role. This instils in us very high expectations, which sow doubt in our thoughts.
Even if it isn't always reflected on the org chart, product managers have power in their organizations. We have a fantastic job deciding what goes in and what goes out. Others have opinions, but we are the gatekeepers. Unfortunately, this makes it easier to point fingers if things don't work out. We begin to second-guess ourselves as a result of our fear of disappointing others.
We're the ones that have to say "no" to numerous stakeholders since the weight of the product is on our shoulders. We'll reject client suggestions or advise the CEO that their favourite project will not be included on the roadmap. All the while, we're left wondering who decided we're qualified to make such a decision.
Although there is no magic bullet, a few things that might assist you in getting over the hump have been discussed below.
1. Make your counterparts feel like people.
We're all in the same boat. We're all human, and we all have worries we need to overcome. That is to say, no matter how much success or failure our contemporaries have experienced, they are still putting their socks on one by one. The fear and intimidation that people are intrinsically better or more qualified to execute your job are removed by humanising your opponents.
2. Chances come up again and again.
It's done when it's done. That ship has sailed once a choice has been made and implemented. If that works out, that's fantastic! If it doesn't work out, there will be another opportunity to make a different choice. Tomorrow is always an option.
3. No one has all of the answers.
You'll never know all the answers, as depressing as that realization is, nobody has all the answers. We're all working with a limited amount of data and no guarantees. That isn't an excuse to rely only on our instincts and wing it. It does, however, imply that we must move forward and trust that we have done enough research to make an informed conclusion. Inaction due to fear of the unknown does not produce the invention.
4. Be open to collaboration.
Collaborate wherever possible. It's quite rare to discover a lone wolf product visionary that trusts no one, makes a pronouncement, and succeeds. Most successful project managers quickly realize that relying on others' knowledge, experience, and instincts makes things a lot easier. We're not just working with more data, but we're also making decisions that aren't entirely our own. Furthermore, when others are involved in the decision-making process, they are less likely to object to the final result.
5. Make judgments based on data
Metrics are important. We can utilise statistics to help us make decisions and persuade others to join. This is a useful tool for project managers. Not everyone will have faith in us. They may have prejudices and biases that we will have to overcome. It's a lot easier to generate consensus with an argument based on facts rather than sentiments, not to mention instilling confidence that we're on the right track, with an argument based on facts rather than feelings.
6. Vulnerability demonstrates humility.
The best policy is, to be honest. Rather than being the one who bulldozes their way through, I prefer to be the person that is open and has good relationships with others. No one appreciates a bully or someone who thinks they know everything. Don't be ashamed to say you're not sure about anything or that you're still looking for opinions. Others will respect us if we exhibit our vulnerability since it demonstrates humility.
Everyone, like us, is trying to figure it out. We can be far more empathetic to others once we know and accept this. That forgiveness is infectious, and I'm confident it will find its way back to you.
The only way out is to overcome one’s fears. It isn't something that happens overnight. However, as we get more accomplishments and great experiences under our belt, we begin to feel like we belong.
It's a difficult task. But try not to be concerned with what other people think. It becomes our second nature when we are confident in our talents, knows we are doing good work, and treat people nicely. Now that we've freed up so much time, we can do the things we enjoy.
Allow yourself to relax. People can tell when you're trying too hard, so don't put on a show. You are who you are, and either you will or will not perform a good job. Have humility, take the time to sort things out with the help of others, and trust yourself to make the best decisions possible.
We must believe in ourselves before we can lead or even gain the respect of our development team. Not irrationally or unwaveringly, but with a general trust in our abilities and competence. No one will have our back or want to accompany us into combat if we don't have it.
We should not let our insecurities get in the way of our success!
The feeling of being an imposter is genuine, and it may be detrimental to one’s career. But we are capable of defeating it. We've all been in that situation. We learn from our mistakes and become better people as a result.
Originally published on Prosple India
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