Here's how you can overcome imposter syndrome and boost your confidence as a program manager.
Imposter syndrome can be a significant hurdle in the path to becoming a confident program manager. This psychological phenomenon, where one doubts their skills, talents, or accomplishments, often leads to a fear of being exposed as a "fraud." It's not uncommon for program managers, who are responsible for overseeing multiple projects and ensuring they align with organizational goals, to experience this. The good news is that there are strategies to overcome these feelings and grow your confidence in your role.
-
Iryna KarankovskaIntellias | Head of Planning and Execution | Process Improvement | IT Service Delivery | Customer Success | Problem…
-
James DayhuffI do Technical Program Management. (Herding cats with the best of them)
-
Teylo ThorntonProgram/Project/Portfolio Manager, Scrum Master, Operations Manager
Recognizing that you're experiencing imposter syndrome is the first step toward overcoming it. As a program manager, you might feel like you're not qualified to lead, despite your achievements and the value you bring to your organization. Understand that these feelings are common and that even the most successful people grapple with self-doubt at times. By acknowledging these feelings, you can begin to challenge and reframe your negative thoughts.
-
Oh boy. Imposter syndrome is SO common in program management. You work across so many specialized areas, its easy to feel like the least qualified person in the room. It's normal to feel this way. I feel it weekly. I'm always backed up to these 2 core beliefs: (1) I can learn anything and (2) I add unique value in bringing people together for a unified purpose.
-
In some ways, this first step, is the first step in many things in life. Before you can tackle an obstacle, you have to acknowledge it. And this includes analyzing why you feel like an imposter - taking a moment to do you own root cause analysis. Once this is done, you can take necessary steps to no longer view yourself as the imposter.
-
Impostor syndrome often stems from allowing others' opinions and inputs to supersede our own. This is not to say we should not listen to others but we need to weigh/filter input through our own window of skills, knowledge, and experience. The best way to overcome impostor syndrome is focus on your program objectives and communicate with/to a wider breadth of stakeholders. If you see gaps in knowledge or understanding work on filling them through research, collaboration, and effort. It is a strength to acknowledge when you don't know something. When you don't know: ask. If others see this as a weakness that is on them not you. Acknowledge you are where you are, you know what you know, and you can always grow into the role.
-
Imposter syndrome bites at the back to most ambitious people. Since they have high expectations from themselves the feeling will take no time to creep it ! And in case the top boss is a non appreciative then it’s a mess ! Shut it out by preparing! And you can always talk about it and seek help from able mentors.
Keep a record of your accomplishments and the successful outcomes of the programs you manage. Whenever you're doubting your abilities, look back at this record. It will remind you of the concrete results you've achieved and the positive impact you've made. This tangible evidence serves as a counterargument to any unfounded feelings of fraudulence and can help in building a more realistic self-assessment.
-
Data, measurement, and feedback tells the story. Your feelings simply reveal your relationship you have with yourself, authority, and emotions. You need to balance the former with the latter and acknowledge how well or poorly you acted in the program manager role. When you see you've done poorly: acknowledge it, learn from it, assess, and adjust... and then move on. When you see you've done well: acknowledge it, celebrate it, reinforce best practices, and then move on. Moving on is the best way lingering in the morass that is the impostor syndrome. You are where you are because you developed skills, knowledge, and experience which someone recognized and enlisted you to act in your current role. Let it in. Let it ALL in.
Regular feedback from peers, mentors, and stakeholders can provide an external perspective on your performance. As a program manager, this feedback is crucial not only for your professional development but also for combating imposter syndrome. It can highlight strengths you may have overlooked and provide constructive criticism to guide your improvement. Remember, feedback is a tool for growth, not a weapon for self-critique.
-
Self-assessment is a critical skill for improving your skills, for learning. Feedback from peers, mentors, and stakeholders can amplify and inform your self-assessment. When there is disparity between the two it provides an opportunity for you to learn even more. The old adage "don't throw the baby out with the bath water" provides a lesson for feedback. Many people have no idea to provide feedback. As such it is up to you to glean any beneficial information from the messenger no matter how poorly it might be delivered. Feedback is everywhere if you look, listen, and let it in. When you need more (or better) ask the people you trust and take it with a grain of salt. Use feedback to improve and you will always be ahead in the game.
Mentoring others can reinforce your expertise and value as a program manager. By helping others navigate their projects and career paths, you'll realize the depth of your knowledge and experience. This act of teaching reinforces what you know and often highlights areas where you're particularly skilled, boosting your confidence in the process.
-
Mentoring others not only reinforces your expertise and value as a program manager but also helps you grow and discover new points of view. By assisting others in navigating their projects and career paths, you deepen your understanding and often uncover areas where you excel. This process of teaching and guiding others is a powerful way to boost your confidence and develop your skills. Remember, helping others to grow and develop always helps you grow too.
Recognize that being a program manager doesn't mean knowing everything; it means being committed to continuous learning. Embrace your gaps in knowledge as opportunities for growth rather than as weaknesses. By adopting a learner's mindset, you can approach new challenges with curiosity rather than fear, which will gradually build your confidence and diminish feelings of imposter syndrome.
End each day with a reflection on what went well and what you've learned. As a program manager, this daily practice helps you internalize your successes and the lessons from any setbacks. Reflection turns experiences into insights, solidifying your confidence in your ability to lead and manage complex programs effectively.
Rate this article
More relevant reading
-
MentoringWhat do you do if your mentees lack the readiness and capabilities for delegated tasks?
-
MentoringHere's how you can build confidence and overcome imposter syndrome as an executive.
-
Life CoachingHere's how you can maximize the advantages of delegating tasks in the life coaching industry.
-
Career Development CoachingHow can you successfully mentor a coworker in Career Development Coaching?