Imposter syndrome is the persistent feeling that you are not as competent, capable or qualified as others believe you to be. Individuals experiencing imposter syndrome often doubt their abilities, fear being "found out" and attribute their successes to luck rather than skill, knowledge or hard work. While these feelings can affect people at all stages of their careers, they are particularly common among newly promoted managers who suddenly find themselves facing responsibilities they have never been trained to handle.

For most organisations, promoting from within is often the preferred option when management vacancies arise. Existing employees already understand the company's products, services, operational processes and organisational culture. They know the people, the systems and the way things get done. Promoting internal talent can also improve employee engagement by demonstrating that career progression opportunities exist.

Unfortunately, however, promotion and preparation are not always treated as the same thing.

Too often, an individual is elevated into a supervisory or management position and then simply expected to "get on with it". Little thought is given to the transition from their previous role, the new responsibilities they will inherit or the skills they will need to succeed. The assumption seems to be that because someone was good at their job, they will automatically be good at managing other people.

In reality, management requires an entirely different skill set.

This challenge becomes even greater when someone is promoted to supervise or manage the very team they were previously a member of. One day, their colleagues are peers, friends and comrades. The next, they are responsible for directing their work, monitoring performance and holding them accountable.

This can be an uncomfortable and complex transition for everyone involved. The new manager must establish authority without damaging relationships, balance fairness with accountability and navigate difficult conversations with people they may have socialised with only weeks earlier.

To make matters worse, many new managers are expected to do all of this without any formal training, coaching or support.

Is it any wonder that they begin to question whether they are the right person for the job?

Contrast this with how organisations typically onboard new employees. Most businesses understand the importance of providing a structured induction programme. New recruits are introduced to their responsibilities, informed of expectations and given the knowledge required to perform their role effectively. They meet colleagues from other departments, learn about company procedures and receive job-specific training.

Take a new salesperson, for example. We would expect them to receive training on the products and services they are selling, understand how those products compare with competitors and learn the sales processes the organisation wants them to follow. A well-designed induction programme helps build confidence and competence so the individual can perform effectively.

Yet when someone is promoted into management, this process often disappears.

Instead of receiving a management induction, many new supervisors find themselves feeling like a fish out of water, trying to navigate unfamiliar responsibilities with little guidance. They are expected to know instinctively how to motivate others, delegate work, manage performance, conduct appraisals and deal with conflict.

At HR Champions, it is something we see time and again. Delegates attending our supervisory and management training programmes frequently admit that they have experienced feelings of imposter syndrome following promotion. Many have spent months or even years doubting themselves before receiving the training and support they needed.

The consequences can be significant and widely felt.

Managers who lack confidence in their role may struggle to delegate effectively, often taking on tasks themselves that should be completed by team members. This leaves them overwhelmed and unable to focus on their managerial responsibilities. They may avoid difficult conversations, fail to challenge poor performance or postpone addressing behavioural issues because they fear conflict.

Over time, this can lead to a range of organisational problems. Teams may exploit a manager's uncertainty, resulting in declining performance and productivity. Alternatively, inconsistent decision-making and poor people management can create resentment among employees, increasing staff turnover and potentially leading to grievances or even employment tribunal claims. The financial and reputational costs can be substantial.

The good news is that imposter syndrome among new managers is not inevitable.

The risk can be significantly reduced through appropriate training, coaching and support. Ideally, organisations should have succession plans in place, identifying future leaders and providing development opportunities long before promotion becomes necessary. Structured management development programmes allow individuals to build confidence and competence gradually.

Of course, not every promotion can be planned. Sometimes circumstances require an "emergency" promotion. Even then, targeted management training can help new managers quickly acquire the essential skills they need to succeed. When combined with ongoing coaching and guidance from experienced leaders, the transition becomes far less daunting.

At HR Champions, we offer training solutions to support all of these scenarios. Whether you are looking to implement a structured company-wide management development programme, prepare future leaders for greater responsibility or provide rapid support to newly promoted managers, we can help. We also provide coaching and development solutions for senior leaders responsible for supporting the next generation of managers.

Contact HR Champions today to discuss the best management training solution for your organisation and ensure that your new and aspiring managers have the confidence, skills and support they need to thrive; without suffering from imposter syndrome.Call us on 01452 331331, or complete the contact form.