How to overcome impostor syndrome on the way to career growth

Illustrative photo/unsplash

Imposter syndrome is a nagging sense of one's own inadequacy that afflicts many people in management and engineering leadership positions. The syndrome is especially common when transitioning from an executor to a manager or architect.

When people move into management positions, they sometimes find it difficult to adapt. They start working in a new role with enthusiasm, but may begin to feel burned out over time. After all, they no longer see the concrete results of their work.

For starters, believe that you were hired for a reason. You have the talent and potential that your managers have been looking for. However, even if you trust your managers, you may still be plagued by self-doubt. The solution is to examine your role and determine your own value.

For example, consider the cost of a month's labor compared to the cost of making decisions when building a technical platform. A correctly made decision that will affect the entire ecosystem is worth hundreds of times more.

One wrong action can lead to huge losses, reputational damage, project failure and wasted time. Therefore, it is important to make the right strategic moves and lead your team in the right direction.

Achievements/unsplash

How to overcome impostor syndrome?

In the corporate world, it often happens that top management does not know what line managers do. This lack of transparency can lead to self-doubt and confusion among team members. This is where self-promotion and presentation of the work done comes into play.

It is important to find a balance between visibility and value. Many companies prioritize visibility through numerous presentations and meetings, but do not appreciate the true value of the work done. On the other hand, an employee may be aware of his own value, but due to a lack of demonstration of results, remain in the shadows.

If there is a need to demonstrate your own value, there are ways to do it:

1. Present a demo after a specific period or sprint. Make it a mandatory practice for employees to systematically share the status of ongoing projects. If there is nothing to show, the question arises: what have you been doing? This applies to all departments.

2. Understand the scope of your role. Determine what you do and how many people benefit from your work. It is important to analyze how many people depend on your decisions.

3. Calculate the cost of your right and wrong decisions. Determine their financial value and effort spent.

4. Understand the responsibilities and risks associated with your position.

5. Assess your work's impact, including psychological impact. As a leader, you perform not only management tasks, but also your attitude has a significant impact.

6. Stop thinking in terms of individual tasksand look at the big picture. Start thinking about the global results and impact of your work.

7. A balance between visibility and value. You can't just be a “man in a case” or just a presenter. Find a balance between the value you bring and how you deliver it to the organization.

Instead of questioning your abilities, focus your energy on taking action and finding the knowledge you need to succeed. Remember that you are not alone – use the experience of your colleagues and mentors to achieve your goals.