Publishing is poorly – with imposter syndrome

Since the formation of The FLIP (Female Leadership in Publishing) in 2019, the topic of imposter syndrome has come up time and time again. The FLIP’s very first interview heard Sandy Mahal, then Director of Nottingham UNESCO City of Literature, speak of her experiences of being plagued with self-doubt in rooms she felt like she shouldn’t be in.

Imposter syndrome came up again in Meryl Halls’ interview, who at the time had been Managing Director of the Booksellers Association for a year, when she said, “I think we all have imposter syndrome. We all think we are less than we are.” And she’s not wrong: in our 2024 workforce survey, 97% of respondents said they had experienced imposter syndrome, with 56% saying it happens for them ‘often’ or ‘always’. Is that imposter syndrome: an epidemic lack of self-belief we all just accept that we have?

Flipping the script

It was Lee Newman, Educational Publisher at HarperCollins UK, who ‘flipped’ the idea on its head. Describing how she feels imposter syndrome is an invented concept ascribed to women to make them doubt their abilities, she talks about being expected to serve the drinks at work functions, or two men starting a conversation over yours. It is moments like these, she says, that force women to internalise that feeling of not being good enough.

Reflecting on her words, we thought of our own experiences with imposter syndrome. Unpacking these situations can be both freeing – knowing that it wasn’t all in your head – and jarring, because what’s to stop this happening in the future? And why didn’t anyone stop it at the time?

So, what can be done in workplace environments to foster a culture that doesn’t raise another generation to feel like this?

On a panel in 2023, I was asked my opinion on imposter syndrome and how we can support aspiring leaders. I boiled it down to three key factors, the “3 Ms”: money, management and mentorship.

Money, money, money

Let’s start from a top-level perspective and talk numbers. If you are a CEO or an MD, or you manage any type of team budget, look around you. Is your money being effectively spent on initiatives that help and nurture the wider team?

‘Talent retention’ is a term bandied around a lot in creative industries, and it’s very easy to say you value it; you’d be an ineffective leader if you didn’t. But are you putting money behind this statement? Are you funding networks to support staff? Are you actively looking for ways to financially support people?

Imposter syndrome starts and ends with people not feeling valued, and a massive part of feeling valued, especially in the wake of cost-of-living crises and relentless reports of recessions, is to be paid what you are worth.

Management is more than it seems

If you ask the internet to define ‘manager’, it suggests someone who is responsible for running a part of a business. We argue that management is more than that; it’s support, it’s advocation, it’s believing in the talent in your team.

There’s a long-running joke in the creative industries that people at the beginning of their careers have the ideas but senior staff members get the recognition. And while it is a truth that we universally accept and sometimes laugh at in the office kitchen, it’s a toxic behaviour that can chip away at you. As managers, we have an opportunity to stop this. And yes, it can be really hard if you yourself have been a victim of this uneven playing field, but speaking from personal experience, I have never felt anything but good when giving credit where credit is due.

If we’ve been mirroring the behaviour of those above us for so long, who’s to say the next generation won’t mirror this too?

Mentorship goes both ways

Mentorship is something we can all do at every level, whether mentoring a new team member, or even a recent LinkedIn connection. It doesn’t need to be a 12-week set-up with strict objectives and outcomes; it can be a coffee with a colleague and a chat about where they think their career is going.

If you’re in a position to mentor someone (and I would caution you to ensure you have sufficient time and capacity before committing), remember that, while you have knowledge to give, you have room to learn too. I have had the privilege of being both mentee and mentor, and I’ve come away from all those relationships a better worker, a better colleague and with a better sense of self. There’s something to learn from both perspectives – it’s important to recognise the value you’re bringing to the conversation, and the value you’re gaining.

Can we fix imposter syndrome?

Money, management and mentorship won’t cure imposter syndrome overnight, but they do work towards remedying it. And if even one senior leader is reading this and considering how their money, management or mentorship can help, that alone will start the healing process.