If you are familiar with strong feelings of self-doubt, inadequacy, and an impending doom of being “found out” you may be suffering from the psychological phenomenon, known as imposter syndrome. Here, we look at the concept of imposter syndrome and ways you can combat that pesky feeling of self-doubt and resolve imposter feelings productively.    Imposter Syndrome refers to an internal feeling or belief that you are in some way inadequate or incompetent despite no evidence to confirm this belief. Originally termed the imposter phenomenon, the concept was developed by psychologists Pauline Rose Clance and Suzanne Imes in their 1978 founding study. Imposter syndrome can manifest itself in every facet of our lives not just in our career. It is that niggling feeling that you don’t belong, that you don’t deserve that job, promotion, compliment or even partner. While anyone can experience these feelings, culture, race and gender do play a role.  There are a few demographics who tend to be more susceptible to these feelings of self-doubt with research suggesting imposter syndrome affects women and people of colour disproportionately. Those who suffer from imposter syndrome tend to experience various signs such as: An inability to assess or acknowledge their achievements Believe their achievements are due to external factors such as luck or timing Criticise or diminish their performance or success Fear they fall short of expectations  Overachieving Imposter syndrome can be extremely limiting and debilitating and can hold people back from reaching their full potential and future success. For some it can fuel their motivation to achieve, however it is usually accompanied by constant anxiety, fearing you will make a mistake, or aren’t measuring up to expectations. Perfectionism is tightly linked to imposter syndrome where people feel internally pressurised to always perform to 100% of their ability and can overwork or overprepare as a result. This pressure can eventually take a toll on your emotional wellbeing and your performance. Overcoming imposter syndrome can help people continue to grow and thrive. This involves a change in an individual’s mindset about their own abilities and an injection of self-belief. While it can be a vicious cycle and difficult to break this pattern of thinking, there are strategies that can help change the way you think and overcome imposter syndrome: Acknowledge your feelings Acknowledge your feelings, lean into them and accept them.  By identifying your imposter thinking tendencies, it can help you take control of your actions and begin to untangle why you feel this way. It is important to separate feelings from facts. Recognise that just because you think these things doesn’t necessarily mean they are true. It is also important to remind yourself that you are not alone in feeling this way and many of your colleagues, friends and family have similar thoughts.  Some studies suggest that 70% of people experience imposter syndrome at some point in their career. Own your success Take ownership of your successes and give yourself credit where it is due.  Reflect on your past achievements, success and wins (big and small). Write them down, it can be helpful to have a tangible reminder. You might also want to keep this list somewhere that is visible to remind yourself of everything you have achieved to date. Make note of the praise, feedback and compliments you received and read over them when self-doubt begins to creep in, and you need a pick me up or concrete evidence or validation of your skills and talents. It is also important to try and learn how to accept and enjoy your success. Stop comparing Benchmarking and measuring your achievements to others is a sure-fire way to feel like you don’t measure up. Comparing your success to others will only allow you to find some fault with yourself that ignites and inflames those feelings of self-doubt. Solely focus on measuring your own achievements and benchmark your accomplishments and growth on your past self. Talk to someone Irrational feelings and thoughts tend to fester and manifest when we allow ourselves to ruminate on them and keep them to ourselves. A good chat and talking about how you are feeling with someone you trust can be extremely beneficial and help reassure you that these feelings are normal but also irrational. Most people experience moments of doubt and is a totally normal part of life. However, self-doubt can be paralysing. If you continue to struggle with imposter feelings, a therapist can offer support and help address the deep-rooted beliefs that allows imposter syndrome to grow. The Thrive wellbeing is also here to offer advice and support when you need it. We have produced a wealth of insightful and practical wellbeing webinars that may help you in your efforts to overcome imposter syndrome such as How to Nurture Your Happiness and Purpose, Maximising Brain Potential and The Power of Mindset. For more advice or information, check out our dedicated wellbeing hub. Alternatively, you contact the Thrive wellbeing team by email at: thrive@charteredaccountants.ie or by phone: (+353) 86 0243294.

Understanding people’s diverse needs and experiences is at the heart of every organisation. But what can organisations do to foster a genuine sense of belonging? Shauna Greely outlines five key equality, diversity and inclusion (ED&I) factors to consider. The pandemic has created a lot of change and uncertainty in both our professional and personal lives. As a result, anticipating and meeting stakeholder needs have become more important than ever; it has become imperative to understand people’s lived experience, whether client, member, student, or employee, particularly in an online environment. Organisations are balancing the time efficiencies that virtual ways of interacting deliver for busy professionals, remembering their innate wish to remain part of a connected, engaged and supportive community. Recently there has been a move by companies to understand the changing needs of stakeholders, particularly around equality, diversity, and inclusion (ED&I). Companies – especially those in the accounting industry – must note the changing attitudes and experiences regarding ED&I to determine how best to meet stakeholder needs in the future. Organisations must spend some time in understanding stakeholders needs and plan on continuing to put initiatives in place to respond to them. According to a recent survey by Chartered Accountants Ireland, there are five key factors to bear in mind when it comes to ED&I and stakeholders of an organisation: Accountancy is a profession that is open to all, regardless of background. Over 70% of accountants believe this, with three out of four accountants from minority ethnicity backgrounds agreeing. Organisations must do more to promote ED&I – not only because it is the correct thing to do, but also because it is strategically important. Furthermore, by actively and frequently promoting ED&I, stakeholders can see the value placed by companies on ED&I – not just for now, but for the future too. Organisations must aspire to be upfront about demonstrating their support. Without visibility, stakeholders will assume that organisations have little to no interest in ED&I, so it is important to continue to meet this demand. Due to the pandemic, there has been an increased pressure on the public’s mental health, which is why it’s imperative that organisations have a robust wellness and mental health support system in place. The most sought-after support among Chartered Accountants Ireland members (56%) and students (67%) is wellness and mental health support, followed by awareness campaigns. There have been fears that the pandemic could put increasing pressure on the public’s mental health, and these statistics bear this out. Recognising and fulfilling this need is critical. Having ED&I training and supports in place is very important to stakeholders, and our research shows that a majority would avail of these if possible, so make sure that not only is there visible awareness around these, but also that they are easily accessible by all. Ultimately, fostering belonging should be one of the key strategic objectives of organisations. New and improved initiatives should be considered and measured on a regular basis to generate greater awareness and promotion of ED&I across all stakeholders. Shauna Greely FCA is Finance Business Partner of Ulster Bank, and Chair of the Diversity & Inclusion Committee at Chartered Accountants Ireland. The Institute has recently launched Balance, the LGBTQ+ network group to generate greater awareness and promotion of LGBTQ+ inclusion. Read more about Balance and its inaugural event on the Chartered Accountants Ireland website.

Since moving to a digital environment, knowing how to market yourself is a skill worth investing in. Rachel Killeen discusses a few ways to make yourself stand out from the online crowd. In psychology, one of the best ways to boost happiness is connecting with others and sharing skills and knowledge. This can also be good for your career profile and your business. Learning to share your skills, knowledge, and best practice is well worth the investment. Review your profile pages It is well documented that prospective employers, clients and business contacts check out your online profile before they meet you for the first time. This creates the first impression of you and your credentials. Google your name and review the profiles that relate to you and correct details out of date. Then look again at your profile to see how you can make the content relevant, useful and valuable to clients, employers or contacts who explore your profile for a specific purpose. Throughout your career, you have learned, practised and honed a unique set of skills. Have you documented those skills fully in your LinkedIn profile, on your business website and on any sites that contain your profile? It is worth updating any profiles that are more than a year old and really consider any relatable milestones in your career – roles, qualifications, experiences, and skills. Share your skills and knowledge Where possible, add new content to your profiles. Think about why a person might want to read your online profile and provide content to meet the needs of those people – help them decide that you are a person they want to work with. Over the last year, you have most likely broadened your skill base. Think about how can you share some of this material, not only to expand your online profile but also to help others. A book or article reference, a set of guidelines, answers to FAQs, an article or web page or a briefing note – any of these posted on LinkedIn, on your business website, or as an email update will provide insights for others to benefit from and help to position you as an expert in that field. Reveal your personality While the debate may rage on about business being impersonal, the human touch has gained traction in recent years as companies and practices aim to forge personal relationships and build loyalty. Reveal one or two nuggets about who you are as a person in your LinkedIn or website profile or other social media – your hobbies, your favourite music, the sports you play or follow, places you visit, and books you might recommend. Forging connections with others is more valued now than ever, especially when people work from home and miss social and personal engagement. Highlighting your personality provides opportunities for small-talk and common-ground – or even illuminating opportunities for difference and debate. Identify people you would like to connect with It’s a curious fact that when you decide you want to connect with someone, it very often just happens. You design your online profile, your website communications, your Twitter comments and social media pages for a reason – to attract new employers, new clients and new career opportunities. Who are those employers, those clients, and what opportunities would you most like to gain? Prepare your profile to meet those connections – what would a new client need from this website, from your LinkedIn profile, from your email updates? How will an employer seeking a person of your standing recognise that you are the person they require? How do professionals at the next level profile their skillset, persona, and career journey? Look at the profiles of those in the roles in which you aspire. Broadcast your capability by sharing your knowledge and actively demonstrating that you have the skills, the connections, the personality and the profile to take you to the next level. Rachel Killeen is the author of Digital Marking (2019) and is a PhD student in Women and Gender Studies at Trinity College Dublin.

Employees’ well-being should be at the top of every company’s agenda all year, not just on Blue Monday. Dawn Leane gives five easy tips for leaders to best support the people in your organisation. In addition to the ongoing impact of COVID-19, we are currently experiencing dark mornings and nights, insufficient funds, Dry January, and busy work periods, resulting in stress levels being at an all-time high. The Health & Safety Authority are advising that “there is a mental health fallout from COVID-19. While the virus is a public health issue, it affects individuals’ wellbeing, sense of security and stability, performance, and resilience. This will also affect their work, how they perform at work and the attention they can afford to give to work.” If ever there was a time for employers to go the extra mile to support employee well-being, it’s now. Here are five deceptively simple ways to support employees. Encourage regular breaks It is important to get outside for at least 20 minutes a day, preferably in the morning. Daylight and fresh air promote vitamin D production and better sleep. While remote working should increase flexibility, it can lead to poor work practices, such as employees feeling they must always be available because they have lost sight of the boundary between work and home. As with all wellbeing initiatives, employers can have the greatest impact by actively setting an example, rather than just giving tacit permission. Bring people together Research shows that 80% of 18 to 34 year olds keep low or anxious feelings to themselves. Social interaction brings significant benefits, both mental and physical, providing an outlet for such feelings. Employers can create opportunities for greater connectivity by celebrating life events, hosting coffee mornings or virtual lunchtime quizzes, issuing newsletters or activating employee recognition schemes. These activities will help reduce feelings of loneliness and isolation, while encouraging positive relationships among colleagues. This is particularly important for new hires who may not have the usual opportunities to integrate. Promote employee assistance programmes Most organisations provide structured employee assistance programmes. However, employees may not always be aware of their existence or of the extent of benefits available. A wide-range of resources are usually offered, from counselling to financial education, parenting advice and health checks – and are often available not just to the employee, but to their household as well. January is the ideal time to review such programmes, asking what else would be valuable. It is also important to ensure that programmes are accessible to all and hybrid-work friendly. A reminder of the help available and offering regular check-ins can support employees at a challenging and stressful time. Practice kindness It may be clichéd, but kindness is important in the workplace. That doesn’t mean that you can’t have honest conversations or address issues, but we rarely know what insecurities, challenges or worries lie beneath somebody’s breezy and cheerful demeanour. In this context, being kind means assuming positive intent, unless proven otherwise. Kindness benefits both parties as it can strengthen relationships and increase our sense of satisfaction with life. Offer appropriate challenges It doesn’t need to be scaling Kilimanjaro to have impact. Providing opportunities for training and development, kicking off a project, speaking at an event, problem-solving or establishing good work habits are all mentally stimulating and can increase levels of self-motivation. Challenging work can keep employees engaged and interested in their role. The key word here is ‘appropriate’. Most new year resolutions fail because people try to tackle too much and it becomes overwhelming. It’s always important to support employees’ mental health, but it’s particularly important in January. Apart from being the right thing to do, having a healthy, happy and motivated workforce makes good business sense. Dawn Leane is founder and CEO of Leane Empower.

With the cold and dark days and nights this month, it’s no wonder psychologists dubbed the third Monday of January the most depressing day of the year. But do we really have to be depressed? Dr Claire Hayes sheds some light on the bluest of Mondays. ‘Black Friday’, Christmas and New Year have been and gone and we are now left facing ‘Blue Monday’ on 17 January. The concept dates from 2005 when a British travel company cited a formula that a psychologist, Dr Cliff Arnall, had developed, pointing to the third Monday in January as being the most depressing day of the year. Opinions – particularly those involving statistics – must be treated with care. It can be easy to buy into the idea that this is the most depressing day of the year, particularly if you are in financial trouble due to over-spending during the festive period. Certain companies may welcome the idea of a marketing opportunity to make the ‘worst day of the year’ a little bit easier by buying their products. However, it’s important to take a deep breath and think about why we might feel this day is harder than the rest. The Pygmalion effect The ‘Pygmalion effect’ or ‘the self-fulfilling prophesy’ is very powerful. If we go to a movie expecting it to be a waste of our time, we are priming ourselves to leave feeling disappointed. If we face into Blue Monday expecting it to be the worst day of the year, we might pay more attention to what we think will confirm our expectations. Suddenly, normal events such as traffic, rain and even normal interactions with other people can be interpreted through the lens of ‘this is awful’. Dark days You must ask the question: can our moods get better or worse according to the time of the year? Those who experience Seasonal Affective Disorder (SADS) notice that their mood is much lower during the winter months. However, there are some who experience depression who enjoy the dark, cosy winter nights and notice that they feel worse at times when they are supposed to feel good, like during the summer, while on holidays, or celebrating events. In short, we are all individual; some of us may feel low on 17 January, others may not. Choosing your mood Dr Victor Frankl was a prisoner in a concentration camp during the Second World War. His book, Man’s Search for Freedom, emphasises how we can choose to respond to even the worst of circumstances. And while Blue Monday will be over by 18 January, it’s important we use the day as an opportunity to understand depression. Statistics vary, but on average, one in ten people can experience depression. This can range from mild to severe, affecting energy levels, sleep, and eating, as well as mood. While you may feel down on this particular day of the year, keeping perspective is as important as indulging your dark days. So, is there some truth in the third Monday in January being the most depressing day of the year? Personally, I don’t think so. It depends on so many variables that we simply cannot measure. The key question is: how can we challenge the idea that any day of the week or year, be it 17 January or any Monday, is depressing? A day does not have the power to be depressing; it is what we do with it that counts. Days tend to have moments that are challenging and moments that are easy. Let’s count the special moments and learn how to cope with the more challenging ones. Dr Claire Hayes is a Consultant Clinical Psychologist. Aware, Ireland’s national organisation for people with depression and bipolar disorder, has a wealth of information freely available on its website, www.aware.ie.

A fresh new year is a great time to reflect on your career and where you want your future to go. Efficient time management, says Sean McLoughney, is critical to making these plans a reality. It is that time of year again when ambitious business goals are agreed upon, strategic plans are discussed, and managers set performance expectations for their team. It is also when people think about their careers and set themselves some career goals. Central to these plans and discussions is goal setting. While people are generally good at writing goals and planning their next career move, achieving them is still challenging. One of these challenges is time or, more precisely, the perceived lack of time. However, this is a convenient excuse in most cases – we tend to spend more time planning our annual holiday than planning our careers. This year make your career a priority by devoting sufficient time to ensure you achieve your career goals. Below are six time management steps that will get the best return on your time when managing your career. Step one – Set your career goals High-performing companies are underpinned by a good business plan with action goals used as a roadmap for success, so why not apply that strategy to your career path? Start your career plan by writing what success looks like for you by the end of the year. This might entail describing the role you seek, the type of work you would like to do or what you would like to achieve. Next, write some goals that will enable you to turn your plan into reality. Use the SMARTER Goal system when writing your goals: Specific – have you described the process needed to achieve your goals? Measurable – can the goal be measured? If so, how will you measure it, and how will you know that you have completed the goal? Aligned – have you aligned your goals to your career plan? Realistic – how realistic are your goals regarding your experience, skills and time capacity? Time –how much time will you need to complete your goals? Are you benchmarking progression? Engaging – how do these goals motivate you? How will they impact your career? Reward – what will you gain when a goal is achieved? Step two – Why it matters When you set a motivational goal, you are more likely to set aside sufficient time to complete it. It would help if you visualised your reward to remain motivated. Answer these questions: Why does this goal matter to you? What will you gain by achieving it? Your answers should increase your motivation levels and provide some focus when you encounter a setback. Step three – List your activities Break your goals down into concrete action steps or tasks. Use a spreadsheet or planner to list your tasks to give you greater oversight of everything you need to do to achieve your career goals. For example, you might need to complete a skill gap analysis by comparing your current skills set against the skills required for your preferred role. Step four – Estimate time One of the main reasons career planning fails is not calculating how much time it will take you to complete a task – you write a plan, but you don’t work out how much time you need to implement it. In your spreadsheet or planner, write the estimated time you require to complete each task on your list. Now you can see clearly where your time can be spent and start to budget accordingly. Step five – Time-management balance sheet Understanding your time capacity by applying the ‘time-management balance sheet’ principle is simple. The time-management balance sheet is a snapshot of your time capacity at a particular moment. In step four, you have calculated the amount of time required to complete your career goals; now, you must find the available time. Check your diary to see when you are free to spend time managing your career. Aim to spend some time working on your career progression every week. Ensure you have enough time available to complete your tasks. If you don’t have enough available time, you need to prioritise your list. Step six – Commit to your schedule Once you have identified an opening in your schedule, allocate this time to a specific task – book in the task in the same way you would a meeting. Commit to completing the action at the agreed time. Schedule a month’s worth of tasks to begin this approach. Writing the tasks into your diary will also increase your accountability. Review your progress at the end of each month and then set aside time for next month’s tasks. Remember, successful careers don’t happen by chance; they result from good planning and taking personal responsibility for its direction. Planning is a forerunner to success; great careers also require an investment in time. Seán McLoughney is the founder of LearningCurve and author of Time Management and Meaningful Performance Reviews, both published by Chartered Accountants Ireland.