Conquering imposter syndrome in male-led industries

Walking into a boardroom as the only woman isn't a rare experience - it's a common one. And for many women in male-led industries, it comes with a quiet question: do I really belong here?

That question has a name. Imposter syndrome affects 70% of women at some point in their careers, compared with 58% of men, according to research by Hays. In environments where leadership teams remain overwhelmingly male, that sense of otherness can intensify self-doubt, making it harder to internalise achievement or speak with full conviction.

But imposter syndrome isn’t simply an individual confidence issue to be conquered in isolation. If businesses are serious about unlocking the full potential of diverse talent, they must move beyond platitudes about resilience.

Companies need to take greater responsibility for creating environments where contribution is recognised and psychological safety is actively cultivated: otherwise, the whispers of “do I belong?” will continue to echo.

Acknowledge your expertise (and limitations)

It’s easy to assume imposter syndrome is invisible – something deeply personal that sits beneath the surface. But I've seen it play out in recognisable patterns, and many of the behaviours associated with it can be mistaken for something else entirely.

Take over-preparation for example. Someone who spends extra time preparing for a meeting may not be lacking in capability; more often, they’re demonstrating diligence and a genuine commitment to delivering thoughtful contributions. But if you're the only woman in a technical discussion you may hesitate to speak despite knowing the subject inside out, convinced others must know more than you.

And when you do contribute, it can feel overly scripted and softened – the result of hours of preparation that paradoxically dulls the spontaneity and confidence that springs from good ideas.

You can also find yourself feeling the need to take ownership of everything - to prove you're capable, to never say no, to stretch beyond your limits rather than risk being seen as unable to do the job. It all stems from that quiet concern that saying no is a sign that you’re not capable of doing the job.

But people should feel confident enough to say no when they need to. There are moments when the most appropriate response is simply, “I’m sorry, I don’t have the answer to that.” Sometimes the best thing you can do is be honest about your limits rather than stretching too thin to demonstrate value.

I always hark back to the Polish expression, “not my circus, not my monkeys.” It’s a reminder that you can’t own everything. You aren’t responsible for everything and everybody, and there are times when you have to be comfortable acknowledging that something isn’t your problem.

This mantra needs to be encouraged by the business too. Organisations need to create an environment where people feel safe to set boundaries and admit when they don’t have the answers without fear of judgement.

Champion your people

When talented people feel encouraged to contribute fully, the benefits extend far beyond their personal confidence. Teams make better decisions, perspectives broaden and creativity flourishes.

It’s no coincidence that research from McKinsey has found that companies in the top quartile for gender diversity are 25% more likely to financially outperform those outside it. Diverse thinking drives results, but only if those voices are genuinely empowered to contribute.

This is where active sponsorship and thoughtful structures matter. A strong HR function can provide coaching, facilitation techniques and formal development plans that build confidence over time. But day-to-day advocacy is just as powerful. If someone is struggling to enter the conversation, bring them in by asking simple questions: “what was your perspective on this?” or “can you share what you mentioned yesterday?” These small acts of positive reinforcement can recalibrate who feels entitled to speak.

The same applies outside the meeting room. Ensure that credit is visibly shared on emails, audit who presents in pitches and intentionally rotate opportunities, so visibility isn’t reserved for just the usual few.

Leaders must also examine the signals they send. Promotion criteria that over-index on words like "confident" or "self-starter" risk filtering out capable individuals before they even put themselves forward.

Senior leadership teams should be educated to spot the quieter symptoms of self-doubt in everyday interactions - and to model healthier behaviours themselves. That means asking questions in front of their teams, admitting when they don't have all the answers, and demonstrating that certainty is not the same thing as competence.

That last point matters more than it might seem. The moment a leader dismantles the myth that having the answer is what earns respect, they create the conditions for everyone around them to speak more freely - including the women who've spent years wondering whether they belong in the room.

They do.