Let’s start with a simple idea: the stories we tell ourselves shape the people we become. In the world of communications, stakeholder relations, and engagement, we spend our days helping others find clarity, trust, and connection. But here’s the thing, so many of us who champion authentic, transparent communication are walking around silently struggling with imposter syndrome.
I’m guilty of this and I often hear from communicators, and engagement professionals who say:
“I’m not experienced enough.”
“Why would they listen to me?”
“I’m just making it up as I go.”
Let me be very clear: that feeling, the one you’re calling imposter syndrome, is not a weakness. It’s a signal. It means you care. It means you’re aware. And it means you are exactly the kind of leader we need in rooms where decisions are made, and voices are heard.
Why imposter syndrome exists. We’ve all walked into meetings with a voice in the back of our heads whispering, “You’re not qualified for this.” That’s not failure. That’s fear, fear of being found out, fear of being seen, fear of not being enough. But fear isn’t the enemy. Fear is data. And when we learn to interpret it differently, it becomes a powerful motivator.
See, imposter syndrome tends to show up most when we’re doing work that matters. If you’re not experiencing it from time to time, you may not be stretching yourself far enough.
The power of reframing. The trick is not to get rid of imposter syndrome. The trick is to reframe it. Instead of seeing it as a sign that you’re unqualified, see it as a sign that you’re growing.
When I speak with people who question themselves, I remind them: the best communicators are not the ones who always feel certain. They’re the ones who stay curious, ask great questions, and own their gaps with humility. That’s what earns trust. So the next time that feeling of being a fraud creeps in, try this reframe:
- Instead of: “I don’t know what I’m doing.”
Try: “I’m learning something new, and that makes me courageous.” - Instead of: “They’re going to realise I’m not an expert.”
Try: “I bring a unique perspective they don’t have, that’s why I’m in the room.” - Instead of: “I’m winging it.”
Try: “I’m adapting in real-time, that’s a strength.”
Turning self-doubt into strategy. If you work in communications or stakeholder engagement, you already know that perception shapes reality. So apply that to yourself. Use that self-awareness to ask better questions. Stay present. Listen deeply. Connect the dots that others miss.
And then speak up. Speak from purpose. Stakeholders don’t need you to be perfect. They need you to be clear, honest, and aligned with a bigger ‘why’.
That’s the irony of imposter syndrome: it whispers, “you’re not good enough,” but in your response, you reveal that you are more than enough, you are driven by purpose. And that’s what makes people trust you.
Final thought: Leadership, especially in communications, isn’t about having all the answers. It’s about showing up with intention, integrity, and a willingness to serve.
So the next time you feel like an imposter, take a deep breath. That feeling isn’t your weakness. It’s your edge. Lean into it. Use it. Let it sharpen your empathy, fuel your preparation, and remind you that you’re here not to impress, but to impact.
Start with why. Own the fear. Lead with purpose.
Rapport North 