Research, Reflections, Recommendations
Confronting the Reality of Impostor Syndrome in the Data and Analytics Industry
A review of academic research, blog posts, and reflections on personal experiences
Have you ever doubted your abilities and accomplishments, despite having the qualifications and experience for your role? If this is the case, you are not alone. Many people suffer from impostor syndrome, especially in the data and analytics fields. That sense of inadequacy and self-doubt might prevent us from realizing our best potential. Because we are continually striving for achievement and perfection, the high-achieving character of the industry might intensify these sentiments.
Recently, I had the opportunity to interview a candidate for a senior role on my team. She was impressive — her technical skills, business acumen, and leadership experience were solid.
However, as I reflected on the interview, I couldn’t shake off the nagging thoughts, like “she is more senior than you” and “she could do a better job leading the team into the next transformational stage.” Just like that, imposter syndrome had reared its ugly head (again).
In a separate post in the future, I’m planning to share my thoughts on building and developing data science teams — please drop a comment if that is of interest to you.
Back to imposter syndrome: Yes, you guessed it — I am not alone in this experience. In fact, imposter syndrome is quite common in data science, as the area constantly evolves, and there is always more to learn. This experience inspired me to dive deeper into the topic and learn more about imposter syndrome in general but also in data and analytics beyond what I’ve figured out through trial and error over the years.
To that purpose, I conducted considerable secondary research by reading research papers, articles, and many personal blog posts from people who have experienced impostor syndrome. Not only did I want to obtain a deeper grasp of the phenomena, but I also wanted to look into possible remedies and measures outside the ones I discovered for myself. The article uses research studies to augment my own experiences and observations and shares tools and techniques to help you when confronted with these feelings.
Secondary Research Findings — Overview
So, what did I find? Imposter syndrome is real, and it does not discriminate. It may impact anybody at any point in their job, regardless of whether they are just starting or seasoned professionals. The good news is that it can be overcome with the appropriate mentality and tactics (a little further down in the text).
In the research, I did find some differences or inconsistent conclusions among authors on impostor syndrome. Generally, this might be due to variations in methodology, the people investigated, or other causes. For example, some research may discover that impostor syndrome is more prevalent in specific data and analytics industry subgroups, such as women. In contrast, others may find no significant differences depending on gender. Although most researchers have concluded that impostor syndrome may negatively influence work performance, self-esteem, and general well-being, certain studies did not reach the same conclusion.
It might be due to the sample size or how the research was carried out.
It’s crucial to remember that scientific studies aren’t always definitive and that results should be seen in the context of the entire body of research on a specific issue. Before reaching any firm conclusions, it is usually a good idea to examine various research and alternative views and consider each unique situation separately.
3 Articles that broadened my perspective
I must have read around 20 research papers. There are three that stuck out and broadened my perspective the most, so I created summaries of these articles. They opened my eyes more to the following:
- how imposter syndrome can be related to power imbalances in an organization
- how there is an organizational responsibility beyond treating individuals,
- and the prevalence among minorities.
Here are the summaries:
- Maddie Breeze, Imposter Syndrome as a Public Feeling, 2018, Part of the Palgrave Studies in Gender and Education book series (GED)
This chapter suggests that feeling like an imposter, or imposter syndrome, is not just a personal problem but is also related to higher education’s larger social and political context. It says that these feelings can signify power imbalances in the education system and can also be used to make a change. Additionally, it argues that imposter syndrome can be different for people based on their backgrounds, such as their race or gender, or if they are the first in their family to go to college. - Samyukta Mullangi, MD, MBA; Reshma Jagsi, MD, DPhil, Imposter Syndrome, Treat the Cause, not the Symptom, 2019, Journal of American Medical Association.
The foundation is an online conversation about imposter syndrome in medicine on Twitter. It revealed that many women in the field attribute their accomplishments to luck rather than merit and fear they have deceived others with an illusion of competence. The article argues that instead of treating individuals, the focus should be on making systemic changes at the organizational level to reduce stress and burnout. This requires leadership engagement and investment in cultural and policy change. The article also suggests recognizing and addressing the subtle ways women are socialized on how to behave in public spaces. It concludes that imposter syndrome, at the end of the day, is a symptom that stems from underlying inequity in the field. - Dena M. Bravata, Divya K. Madhusudhan, Michael Boroff, Kevin O. Cokley, Prevalence, Predictors, and Treatment of Imposter Syndrome: A Systematic Review, 2020, Journal of Mental Health & Clinical Psychology
This article discusses the impact of imposter syndrome on employees in the workplace, highlighting that it can lead to increased stress, burnout, and decreased job performance and satisfaction. It also notes that with the changes brought about by the COVID-19 pandemic, such as working from home and reduced workforce, employees may be more susceptible to imposter syndrome. The article suggests that employers can mitigate the effects of imposter syndrome. Employers should create a culture that allows for mistakes, provide support and resources such as therapy and resilience training, and publicly acknowledge and celebrate employee accomplishments. Additionally, it highlights that imposter syndrome often co-occurs with other conditions, such as depression and anxiety, and treatment should address these co-morbidities. The article also mentions that imposter syndrome is prevalent among minority student populations and that cultural factors may contribute to this prevalence.
Key takeaways from the overall research
For the historians out there — Impostor syndrome was first identified in 1985. According to the International Journal of Behavioral Science, it affects people from all backgrounds and is estimated to impact 70% of people at some point in their careers.
Let’s start with what creates impostor syndrome. It may be caused by several factors, such as fear of failure, lack of confidence in one’s talents, and propensity to compare oneself to others. Let’s unpack those factors with more specific examples, using some of my experiences over the years.
Fear of failure: “I don’t want to share my work; I’m sure there are lots of errors in it, and they will discover that I’m a fraud,” or “I will blow the presentation.”
Example from a Manager’s perspective: I’m a data science manager in charge of a team of data analysts working on a project to develop a prediction model for customer turnover. I have faith in my team’s talents, but I am anxious that we will be unable to complete the project on time and to the necessary standards. If the project fails, it will reflect negatively on my leadership and management abilities, and my team will be seen as inept. In addition, I’m nervous about presenting to senior management since I don’t want to admit that I don’t have all the answers or that my team has made errors.
Example from a Data Scientist’s perspective: I work as a data scientist on a project to create a recommendation system for a streaming service. I am an experienced data scientist, but I am less talented than my colleagues, and I am concerned that they will find out. I’m also terrified of asking for assistance or admitting that I don’t grasp anything for fear of seeming inept. I’m also scared of making errors in my job because I’m concerned it would reflect negatively on me and make me seem a fake.
Lack of confidence in one’s talents: “Why am I the lead on this project? How can I possibly do this?” (even though you are very capable of doing it based on your past work)
Example from a Manager’s perspective: I am a data science manager tasked with leading a project to create a 1-year sales forecast by SKU, by week. I have prior experience managing teams and successfully leading multiple projects. Still, for some reason, I am not confident that I am the right person for this project. I can’t stop thinking about it. “Why am I in charge of this project? How am I going to pull this off? There are so many perspectives on this issue that I’m sure I’ll overlook the most important ones, “even though I am very capable based on my previous work.
Example from a Data Scientist’s perspective: As a data scientist, I was tasked with developing a recommender system for a new e-commerce website. I’ve been working in data science for a few years. I have relevant expertise and knowledge, such as the product affinity model we used for email marketing. However, I still don’t feel I’m a good fit for this position. I can’t stop thinking about it. “Do I have the right model? Shouldn’t I use a neural net instead that everyone keeps talking about? How will I deliver this on time?” even though I know I have the abilities and competence to perform this assignment based on my previous work.
Propensity to compare oneself to others: “Look how strong her coding skills are and how efficiently this model was built. And she is a junior data scientist compared to me; I am terrible and shouldn’t be in this role.”
Example from a Manager’s perspective: I am a data science manager in charge of a team of data scientists working on this significant company initiative to understand how to optimize the last-mile delivery of our products. I’ve been in the industry for several years as a leader and have a lot of experience. Still, I often compare my talents and abilities to one of my colleagues, a new manager in a separate department. I observe her completing great projects and earning praise from the executive team. I believe “She’s a rockstar in how much she impacts the business and gets a lot of attention for it. Why am I not as talented as she is?”
Example from a Data Scientist’s perspective: I am a data scientist and have been working on a project with a colleague who has just one year of experience constructing a marketing attribution model. I’ve worked in data science for a few years now. Yet, I continuously compare my talents and abilities to my project colleague. I’m struck by how easily she speaks with the stakeholder and quickly learns all the corporate language. “She’s excellent at it and receiving a lot of attention, and she’ll blow past me if she’s already that adept at communicating. Why am I not as talented as she is?”
What is commonly overlooked in impostor syndrome is that we focus on one or two attributes and exaggerate them, and in addition, we neglect all of our other abilities. As a result, we put so much emphasis on the gap in one area, such as communication, coding, or a specific modeling approach, rather than comparing the complete skill set of the other person and ourselves.
External influences, such as the high-pressure and high-achieving atmosphere of the data and analytics industry, might generally trigger this thought process. We are asked to tackle the business’s most significant challenges and pain points. We are working with peers who, like most of us, are high achievers, gifted, and relentless in their pursuit to drive impact. Regardless of the reason, the effects of impostor syndrome may be harmful to our personal and professional life.
So, what are our options to overcome it?
Awareness: The first and most crucial step is recognizing that you have impostor syndrome, which may be difficult. It often shows up in subtle ways, such as self-doubt and uncertainty. Because it’s so important, I want to summarize indicators that someone may be suffering from impostor syndrome:
- Constant self-criticism and feeling like a fraud
- Fear of failure and lack of confidence in one’s abilities
- Difficulty accepting compliments and achievements
- Perfectionism and fear of making mistakes
- Propensity to compare oneself to others and feel inadequate
- Difficulty in asking for help or admitting not knowing something
- Difficulty in delegating tasks
- Avoiding taking on new challenges or opportunities
- Insecurity in social situations
- Chronic feelings of stress and burnout
It’s important to note that imposter syndrome can manifest differently depending on the individual and their background. Not all people who experience it will have all of these signs.
Suppose you feel that you or someone you know suffers from impostor syndrome. In that case, it is critical that you address the situation and seek help. Talking to a therapist, coach, or mentor may help; in addition, here are some other tools that can help. I kept them high-level, as each situation is different. My favorite way of working through imposter syndrome is blending some of the tools below. I journal and later analyze the text to identify weak arguments and logic in my thinking. Like Shane Parrish says,
“Clear writing gives poor thinking nowhere to hide.”
Redefine thinking. Negative ideas and self-doubt may be overwhelming, but it is essential to confront them and positively reinterpret them. Instead of telling yourself that you’re not good enough, remind yourself of your achievements and credentials. Self-talk works in a negative way which most of us have solid experience in, but also in a positive way. “I can do this.”
Trusted Connections: establish trusted connections at work. Encourage open and honest feedback and performance reviews to understand your strengths and areas for progress better — start with your line manager, peers, or cross-functional colleagues.
Mistakes are Growth Opportunities: making errors is a natural part of life, and it’s vital to learn from them rather than punish yourself. Mistakes are chances to grow and learn and may help you become more robust and self-assured. I use journaling as a way to reflect and identify learning opportunities.
Build Self-Assurance: another crucial step in conquering impostor syndrome is challenging yourself and venturing outside your comfort zone. Accept new challenges and challenge yourself to gain new abilities. The more you do this, the more assured you’ll feel in your talents. I see this quite commonly done in the industry, as many Data Scientists seek opportunities to learn and put their knowledge into practice.
Supportive Network: it is critical to surround oneself with supporting individuals. Creating a supportive network of friends, coworkers, and mentors may remind you that impostor syndrome affects everyone and that you are not alone on this road.
Balance Challenges & Celebrations: As we approach the time of year when we establish goals and objectives, we must be realistic about what we can achieve and how far we want to stretch beyond our comfort zone while celebrating our accomplishments. However, it is also critical to keep track of changes in direction throughout the year and assess our success as the year progresses.
Separately, we need to focus on imposter syndrome through the organizational lens: Implementing systemic changes to reduce stress and burnout, involving all levels of the organization in cultural and policy changes that promote inclusivity and equity, recognizing and addressing subtle biases and discrimination against marginalized groups, addressing underlying inequities in the field, creating support systems for employees experiencing imposter syndrome, and regularly tracking progress and continuously improving organizational policies and procedures are all examples of this. Organizations may boost employee satisfaction, retention, and engagement by taking these actions to establish a more inclusive and supportive atmosphere and address the fundamental causes of impostor syndrome.
Concluding Thoughts
Because the area of data and analytics is continually growing and there is always more to learn, data scientists often experience imposter syndrome. Unrealistic expectations and the pressure to keep up with the current trends might intensify it. To combat impostor syndrome, understand that it never completely goes away, but concentrate on your growth rather than comparing yourself to others. It’s also helpful to remember that everyone has different problems and to be open to learning from others. Setting realistic goals and objectives and celebrating small victories may also increase confidence and overcome feelings of inadequacy. Lastly, there is an organizational responsibility to address imposter syndrome through policies, training, and open communication.
As always, curious to hear your thoughts, experiences, and comments.
