On the back of last week’s webinar – The Leadership Gap No One Mentions (watch the replay here) – something unexpected emerged.

Following the session, one client pointed out that women frequently request Imposter Syndrome training as part of their development plans, but men almost never do. And yet, the research we shared showed that men report experiencing Imposter Syndrome just as much – if not more – than women.

So why the silence?

It’s not that men aren’t feeling it. But many don’t recognise it as something that needs addressing. They may see it as just part of pushing themselves harder or feel pressure to “push through” rather than seek support. In fact, in many organisations, they’re rewarded for projecting confidence, even when privately wrestling with doubt.

This disconnect raises an important question: If men are experiencing Imposter Syndrome but aren’t asking for support, what are the consequences – both for them and the organisations they work in?

Three Reasons Men Don’t Ask for Imposter Syndrome Training

1. It’s not framed as relevant to them
Many Imposter Syndrome resources are aimed at women, especially in the context of gender equity and leadership development. As a result, men may not realise it applies to them too – or that support even exists.

2. They don’t see it as normal, not a problem
Men are more likely to interpret self-doubt as a natural part of ambition or stepping out of their comfort zone. When they succeed despite feeling like imposters, it reinforces the belief that it’s just part of pushing themselves – not something that needs attention or intervention.

3. Social norms discourage help-seeking and vulnerability
From an early age, men are often conditioned to hide vulnerability. In leadership roles especially, admitting to feelings of inadequacy can feel risky. This leads many to avoid development opportunities that might expose vulnerability, even if they could benefit from them.

Why This Matters

This isn’t just a personal development issue. When Imposter Syndrome goes unaddressed, it can lead to overcompensation, burnout, micromanagement, or difficulty delegating. For organisations, it can mean underperformance, stalled leadership growth, and lower engagement across teams.

What Can We Do?

To make progress, we need to:

• Normalise conversations about Imposter Syndrome for everyone
• Position training inclusively, so it’s not seen as just a women’s issue
• Encourage leaders to role-model openness and healthy vulnerability
• Shift the framing from “fixing a flaw” to “building lasting confidence”

Imposter Syndrome isn’t a personal failing – it’s often a natural response to growth.

It’s part of what happens when we stretch beyond our comfort zones, take on new roles, or step into spaces where we feel we don’t quite belong yet. Rather than treating it as a “syndrome” that needs fixing, we can start viewing it as a phase in human development – one that can be navigated with awareness, support, and the right tools.

Let’s shift the conversation from self-doubt as weakness to self-awareness as strength.

If this resonates with you, have a look at our upcoming sessions to see how we can help to unlock – and elevate – the potential in your workplaces.

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