Sue Billen has spent most of her career helping professionals perform at their best. What she is observing right now, across her executive coaching practice, is striking in both its consistency and its consequences.
"Imposter syndrome has been raised as a challenge by my executive coaching clients in every single coaching session in the last month. Every single one," she says. "It's significantly impacted their performance. Yet most of them have not shared their thoughts with their manager or colleagues."
Does this sound familiar? In a profession defined by high standards, perfectionism and billable pressure, persistent self-doubt can erode confidence, productivity and decision-making. Doubt can sabotage you, sapping your energy, causing you to second-guess critical decisions, and undermining your performance.
Understanding Imposter Phenomenon: Getting the Language Right
The term "imposter syndrome" is widely used, but Sue corrects the terminology and explains what it means in practice.
"Imposter syndrome – or ‘imposter phenomenon’ to use the correct term – is where an individual consistently doubts their capabilities and thinks they are tricking others into believing they are more competent than they really are," she explains.
Why the distinction? Syndrome implies a clinical disorder. Phenomenon does not. "Imposter phenomenon is a psychological experience, not a medical condition," Sue notes. "This is good news. We have the power to change our thinking and how we respond, so it's within our ability to reduce imposter phenomenon."
In practical terms, imposter phenomenon can manifest as self-doubt, procrastination, perfectionism, over-thinking and negative self-talk. It can undermine motivation and performance. Left unchecked, it can lead to low self-esteem, stress, anxiety, depression or burnout.
“Periods of self-doubt or lack of confidence are normal, but when those thoughts become pervasive, imposter phenomenon could be at play,” Billen explains.
For lawyers, the stakes are particularly high. Practitioners are expected to project confidence and competence to clients, colleagues and the courts. When internal experience diverges so sharply from how you present to the world, the psychological cost can be significant.
The Hidden Cost: A Case Study from Practice
To illustrate the real-world impact, Billen draws on the experience of a client she refers to as Dan, a lawyer working within a competitive firm environment.
"One of my clients shared with me that he lived with constant self-doubt. The competitive culture, results and utilisation pressures within his firm amplified these thoughts," she says.
Dan's response was one that many lawyers will recognise. "He pushed himself relentlessly to ensure his work always met or exceeded expectations. He worried that asking his manager for clarification would make him appear incompetent. So he worked long hours and over-delivered, to ensure he covered all possibilities and delivered work to a very high standard."
The consequences extended beyond the office. "This left him stressed and exhausted, and was starting to affect his relationships at home."
Within a single coaching conversation, Dan’s trajectory shifted. Billen shared with Dan that imposter phenomenon is very common, affecting between 70 and 80 per cent of people. "Dan was really surprised, and very relieved, to hear that he was not alone," she recalls.
Dan decided to share his experiences with his manager.
“Dan’s manager had no idea Dan was struggling in this way, and admitted to having imposter phenomenon herself. This was a complete surprise to Dan. That honest conversation transformed and deepened their relationship in a way they would never have imagined."
The practical results were measurable. Dan now asks for more clarification, is comfortable submitting work that is "good enough” when agreed with his manager, he works fewer hours, is more efficient and is happier both at work and at home. "All of this began with a single coaching conversation," Billen observes.
Are Your Team Members Silently Struggling?
None of Billen’s recent clients had raised their experiences with their managers.
This is hardly a surprise. Silence is a feature of imposter phenomenon; the fear of being ‘found out’ leads to reluctance to reveal their own self-doubt. In a profession where reputation and perceived competence are currency, that reluctance is compounded. The real question for leaders is: What is this silence costing you and your firm, and what can you do about it?
Seven Practical Strategies
Billen offers a number of techniques for managers and organisations seeking to address imposter phenomenon within their teams. Each strategy has direct application for legal practice leaders.
1. Create an environment for growth
"Imposter phenomenon is influenced by the culture and systems around us, as well as our own self-management," Billen explains. "Organisations that are competitive, recognise results only, or lack diversity, equality or openness, can increase feelings of self-doubt."
For law firms, this can be an entrenched challenge. Billing targets and performance rankings are embedded features of legal culture. Billen advocates for elevating more human-centric approaches. "Leadership that embodies fairness, diversity, mentorship, vulnerability and broader recognition, will help cultivate an environment where people can perform better and grow."
2. Examine your own leadership style
Whether a team member has the confidence to succeed often comes down to their relationship with their manager. Billen urges leaders to interrogate their own approach honestly.
"Ask yourself: does my management style really empower my team and build their confidence? Validate this with evidence. Or do you have a tendency to micro-manage or be a perfectionist? These styles can trigger or exacerbate imposter syndrome in those you work with. Be honest with yourself and develop your own leadership."
3. Role model vulnerability as strength
Vulnerability is rarely raised in the law, but in the case of Dan and his manager, it cleared the way for a critical conversation.
"Be open and share your own experiences of self-doubt and how you manage them," Billen advises. "This signals that it's normal at all levels within an organisation, and does not need to hinder progression. Opening up first will encourage others to be vulnerable too. Normalising these conversations helps create safety for people to share their concerns without fear of judgment."
4. Equip managers to spot warning signs and offer individual support
Awareness is a prerequisite for action. Billen emphasises that managers need to be equipped to recognise the signs of imposter phenomenon so they may respond in genuinely helpful ways.
"We tend to take behaviour and performance at face-value, we often don’t look behind them to understand what drives them” she says.
“Telling your team member they are highly competent is unlikely to work. The negative voice in their head, and we all have one, won't believe you," she cautions. "Instead, be curious. Explore what triggers their imposter phenomenon, take the time to listen without judgement, and ask what support the individual would find helpful."
However well-meaning, reassurance alone is often insufficient. Curious, non-judgmental and compassionate conversation is far more effective.
5. Take a strengths-based approach
Rather than focusing on gaps and deficiencies, Billen advocates for helping practitioners understand and leverage what they do well. "Help people to understand and leverage their natural talents, what they bring to a team and what they need to perform at their best," she says. "I often use the CliftonStrengths assessment to help clients understand this. It can help build confidence and provides a shared language and insights into the differences between people and how to work well with others."
For legal teams, a strengths-based approach can also improve collaboration and reduce the interpersonal friction often a mainstay of competitive, high-pressure environments.
6. Celebrate inputs and progress, not just outcomes
Legal culture tends to reward results: matters won, deals closed, revenue generated. Billen highlights that this narrow focus can inadvertently reinforce imposter phenomenon.
"Recognise growth, collaboration and 'good enough', not just outstanding results. Recognising the quiet contributors and collective success helps to build confidence," she says. "Ask people how they would like to be recognised. Not everyone loves the spotlight."
7. Empower through coaching
Coaching is, in Billen's view, one of the most effective interventions available to legal organisations. "Coaching can be effective at reducing negative self-talk and building confidence, and for shifting the leadership style of managers. Staff at all levels who voluntarily engage in coaching are more likely to perform better and have better working relationships."
She notes that managers can also develop and apply coaching skills as part of their everyday leadership style, and that organisations can provide dedicated internal or external coaches. The independence of an external coach carries particular value.
"As an external coach, my clients often tell me things they don't feel comfortable sharing internally. The independence and confidentiality that comes with an external coach can provide the environment for accelerating growth."
"Imposter phenomenon can be a quiet saboteur," Billen concludes. "By noticing the signs, normalising conversations about self-doubt and failure, and offering tailored support, leaders can help their teams perform at their best.”
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