At Naqsmist, Elaine Alec intentionally creates teams with junior members who are adaptable to new ways of thinking or innovating for systems change. This creates an environment where a young team takes on large roles and responsibilities for high-stakes projects. These responsibilities include writing policy recommendations for provincial, federal and local governments. This inevitably creates imposter syndrome within our team. 

The National Institute of Health defines Imposter Syndrome as a behavioral health phenomenon described as self-doubt of intellect, skill or accomplishments among high-achieving individuals. Imposter syndrome materializes naturally as we learn and adapt to new spaces and situations. We tend to think highly of others and believe they create their own successes, but we in turn tend to doubt ourselves privately; we subscribe to the narrative that we are the cause of our own failures, but our successes and achievements are caused by luck or chance. We draw conclusions that we are less capable than the people around us when we don’t automatically know something.

Last month, a beloved member of our senior team took a leave of absence for their mental health, which left the junior projects team to take on larger roles and work together. Initially, this was a difficult transition, as the junior team regularly looked to the senior team for direction, guidance, and approval. However, it did not take long before the junior team began to feel more comfortable and confident in their new roles.

Without making this decision, our senior team member naturally fell into a leadership role, and the rest of the junior team felt comfortable following their direction. But in their absence, the rest of the team realized what a huge responsibility it is to be the final decision-maker, and how mentally exhausting it can be when placed on one person. One of the main lessons learned was that everyone on the team had been hired to be project leaders in their own spaces, but colonial structures lead people to naturally form a hierarchy within a workplace. Knowing that someone else would always be there to lead and make decisions stunted the growth of our junior team.

Elaine hired everyone at Naqsmist because she sees how capable we are of being strong leaders. Still, even an ounce of imposter syndrome can make us believe that we are not as good or as capable as the rest of our team. This causes us to stay quiet in spaces where our voices may be valuable, especially when there is someone more experienced or educated present. 

Gretchen Woodman does a monthly Reflective Practice with the whole company, and last month we focused on imposter syndrome. When it is openly talked about, it is shocking to know how many other people struggle with it as well. Especially in Indigenous spaces; not only might you feel like an imposter within your role at work, but also your Indigenous identity. This lesson can be applied to so many aspects of our lives, therefore it is important to remember that these feelings of imposter syndrome will only continue to stunt our growth, unless we can find a way to push ourselves past those feelings.