In the “Complete Adventures of Peter Pan,” author J.M. Barrie wrote: “The moment you doubt whether you can fly, you cease forever to be able to do it.” The experience and accomplishments of this year’s Business Insurance Women to Watch award winners are as diverse as they are impressive. I had the honor of speaking with several of them and what struck me was the number who shared that they had felt the effects of imposter syndrome during their rise to the top. Imposter syndrome is commonly defined as feelings of inadequacy that persist despite evidence of success.

The feelings of self-doubt acknowledged by this year’s winners weren’t limited to those early in their careers as several further along in their professional journeys admitted to experiencing this as well. For some, the fear of measuring up followed a promotion to a new role; for others the feelings have persisted for the duration of their careers, even as they have advanced through the ranks. Many professionals across different industries have experienced feelings of inadequacy and self-doubt at certain points. A 2020 report by KPMG LLP, for example, found that 75% of female executives across industries have experienced imposter syndrome in their careers.

KPMG polled 750 high-performing executive women one or two career steps away from the C-suite who had participated in its Women’s Leadership Summit. The reasons why they doubted themselves are probably more multifaceted than one report can convey, but some said the feelings came from never expecting to reach the level of success they had achieved. More than half said they had been afraid they wouldn’t live up to expectations or that people around them would not believe they were as capable as expected. The pressure and perceptions that came with being the only or first woman in their roles added to those feelings, KPMG found — this despite the fact that they had earned their promotion. 

Fortunately, for those women executives I interviewed, the personal challenge they faced in trying to overcome their feelings of self-doubt did not stop them in their professional tracks. Many said the advice of a mentor or ally was pivotal in helping them believe in themselves and their ability. Working with mentors, both within and outside their own companies made a difference. Not assuming others had perceptions of them and setting their own expectations about their role and goals were among the ways in which they moved forward. Another interesting takeaway was how these women leaders are creating diverse and inclusive teams that establish credible pathways for internal development for colleagues who show potential. 

Many of us have felt different, out of place or not the right fit in a professional setting. Clearly, this year’s Women to Watch winners have not let stereotypes or outdated assumptions of what a leader should look like or sound like stop them from working hard and achieving success. 

But as the industry looks to attract sustainable talent in the years ahead, fostering a workplace in which people can feel comfortable to voice their ideas and try out some of those ideas, even if they fail, is important, as is building a sense of belonging and a diverse and inclusive workplace culture that allows every employee to feel accepted and be their authentic self.