Ever found yourself thinking, "I shouldn't be in this space"? Or “this isn’t the right room for me to be in?”, Julie Graham, CEO of Ingeus Employment Services, explores why self-doubt affects even the most capable people and how it can become a catalyst for growth rather than a barrier to success.
I can honestly say that in every leadership role I’ve ever undertaken, there’s been a moment where I’ve thought, “I shouldn’t be here.” It doesn’t matter how experienced you are or how many times you’ve proven yourself – stepping into something new has a way of making you question whether you’re really the right person for the job.
I know I’m not alone. I see this all the time in talented, qualified people who have absolutely earned their place. That creeping doubt, the feeling that you’re out of your depth, shows up even in the most capable colleagues. It’s more common than we admit, and it can be surprisingly powerful.
Where self‑doubt comes from
For most of us, self‑doubt appears when we’re doing something new or unfamiliar. You find yourself thinking, “Can I really do this?” The truth is that nobody is perfect or good at everything.
That’s why I value mentors – formal or informal. We all look at people who do certain things better than we do and think, “I wish I had that skill.” Maybe someone is a stronger presenter, or brilliant at stakeholder management. Being better at one trait doesn’t make them a better all‑rounder.
I've always been a big believer in finding mentors who can help you grow in the areas where you're least confident. During one of my postgraduate studies, I deliberately chose a mentor who excelled at public speaking and fielding questions from an audience because those were skills I wanted to develop. Having someone to learn from helped close that confidence gap far more quickly than trying to figure it out alone.
Another reason self‑doubt creeps in is because many people set very high standards for themselves. That’s not a bad thing, in fact it’s admirable. When your expectations of yourself are sky‑high, it’s easy to feel like you’re falling short, even when you’re doing well.
If you’re someone who’s committed to develop, you’re always going to be learning. That means you’ll regularly spot gaps between where you are and where you want to be. That gap can feel uncomfortable. It’s where the confidence wobble lives.
I don’t see that as negative, I believe a confidence gap can give you the push you need to grow, learn and improve. The danger is when you can’t see a way forward, when the gap feels too big to close.
When the confidence gap becomes harmful
Self‑doubt becomes a problem when it stops you from moving. If you don’t believe you can overcome that gap, it can spiral into more doubt, more anxiety, and even fear of being “found out”. People start worrying that others will realise they’re not good enough, that they’re an imposter in their role.
Early in my career, a senior role came up. I didn’t apply. I genuinely didn’t think I was ready. It took someone else encouraging me, seeing something in me that I couldn’t see myself – before I finally put my name forward. I got the job, but I could easily have missed that opportunity.
This is what happens when people think they need to be perfectly well‑rounded before taking the next step. They wait until they have everything, when what they need is a chance, and time to grow into the role.
When self-doubt strikes
There are a few moments where imposter syndrome is especially common:
- Starting a new role, particularly a leadership role. You’re suddenly responsible for a new team, and you wonder how they see you and whether they trust you.
- Leading a new project, where you’re conscious of how people might assess your capability.
- Facing challenges or setbacks, like performance issues or difficult decisions. You question whether you’re the right person to lead through it.
These moments don’t mean you’re failing, they mean you’re stretching yourself.
How leaders can help others close the confidence gap
As leaders, we have a responsibility to help people see what they bring to the team. When someone is doubting themselves, I remind them of their strengths – the things they do brilliantly but have forgotten in the fog of comparison.
I also remind people that teams are built deliberately. You’re not meant to have every skill. You’re meant to have a mix of people with different strengths.
If someone has a confidence gap in a particular area, I encourage them to find a mentor – someone who does that thing well. Sometimes that person has always been naturally good at it; sometimes they’ve had to work hard to develop it. Either way, there’s learning there.
Recognition matters too. Not just formal awards, though we have those, but the everyday moments. In catch‑ups, when someone expresses doubt, I make sure to highlight what they’re doing well. Those small acknowledgements can make a huge difference.
At Ingeus, we also actively nominate colleagues for industry awards to recognise the difference they make. Taking the time to celebrate achievements helps people see the value they bring and reinforces the confidence they may not always see in themselves. That commitment to recognising potential and supporting development reflects something we value deeply: believing in everyone. Sometimes people need somebody else to believe in them before they fully believe in themselves.
Building your own confidence
Ultimately, confidence must come from within. One of the most powerful things you can do is recognise your wins.
In our employability teams, advisors celebrate every time they support someone back into work. On our leadership calls, we start with a good news video and end with each leader sharing a success story. Those moments matter and remind us of the impact we’re having.
Taking pride in what you've achieved isn't about ego. It's about recognising progress, owning your contribution and acknowledging the difference you've made.
Whatever your role, notice the things that have gone well. Write them down, celebrate them. Let them remind you that you can do this – and you are doing it.
Self‑doubt may never disappear entirely, but it doesn’t have to hold you back. It can be the nudge that keeps you learning, growing and stepping into the opportunities you deserve.
Julie Graham FIEP is Chief Executive Officer of Employment Services. She brings extensive executive experience across the non profit and social impact sectors, with a career dedicated to improving lives and delivering meaningful employment outcomes. Julie has a strong track record in organisational leadership, performance, and large scale service delivery, supported by expertise in HR and customer centred design. A Deakin University graduate, she combines strategic insight with operational excellence. She also serves on the Employment Related Services Association (ERSA) board, helping advance sector standards and best practice.
