Examples of Imposter Syndrome in Health and Social Care

Imposter Syndrome is a psychological pattern where a person doubts their abilities, skills, or achievements and fears being exposed as a “fraud,” despite clear evidence of competence. In health and social care, this experience can be intensified because the work impacts people’s lives, wellbeing, and safety. Staff often work under pressure, with high expectations from themselves, colleagues, service users, managers, regulators, and the public.

These feelings can affect a wide variety of roles in health and social care – from nurses, midwives, care workers, social workers, occupational therapists, and physiotherapists, to managers and team leaders. Even experienced professionals can experience a sense that they do not deserve their role or success.

Imposter Syndrome does not always come from a lack of skill. Many high-performing individuals still feel they are “faking it,” and this can cause anxiety, stress, and self-doubt. It is important to look at real examples of what this can look like in practice.

Newly Qualified Nurse in the First Role

A common example is a newly qualified nurse entering their first role on a hospital ward. They have passed all necessary exams, completed placements, and gained registration, but still feel they are not ready to care for patients without direct supervision.

They may think:

• “I do not know enough compared to the other nurses.”
• “I only passed my exams by luck.”
• “My colleagues will soon realise I am not as capable as they thought.”

This often leads them to over-prepare for simple tasks, check over their work repeatedly, and apologise for minor mistakes that other staff would see as normal learning experiences. This constant self-checking can be mentally exhausting and slow down their confidence-building process.

In extreme cases, the nurse may avoid applying for training or specialist roles because they believe they are not capable, even though supervisors see clear potential.

Experienced Care Worker Feeling Out of Place

Imposter Syndrome is not limited to those new to their profession. An experienced care worker with many years of service might still feel out of place if they start in a new care setting, such as moving from a residential home to a domiciliary care environment.

Even though they have valuable skills like person-centred care, medication administration, and communication with vulnerable people, they might feel that the change in environment means they need to “prove themselves all over again” and that others are judging their abilities.

This sense of being “under the microscope” can lead them to doubt even routine decisions. For example, they might overly question whether they are using correct moving and handling techniques, even though they have completed training and done this numerous times without issue.

Social Worker Managing Complex Cases

A social worker who has been given a caseload involving safeguarding, mental health, and family court work may start to feel they should not be in the role. They may interpret challenging feedback as proof they are not competent, rather than normal professional development.

This is especially likely when balancing emotionally heavy cases with expectations from multiple agencies. Because outcomes can be influenced by factors outside their control, changes that do not go as hoped can lead to feelings of failure.

They might think:

• “I should have been able to prevent this situation.”
• “Someone else would have done better.”
• “I’m not skilled enough for this kind of work.”

This can create a cycle where the social worker over-prepares reports, works long hours, or avoids asking for help out of fear of showing perceived weakness.

Paramedic Transitioning to Advanced Roles

A paramedic moving into a lead or specialist role might feel pressure to constantly meet a high standard. They could start to believe they are not as experienced or knowledgeable as team members expect. They may compare themselves to senior colleagues and assume they fall short, even if they are performing well and meeting all professional requirements.

This can be intensified by imposter thoughts such as:

• “I was given this position by mistake.”
• “They overestimate my ability.”
• “One day they will find out I lack certain knowledge.”

As a result, they might take on additional shifts, work excessive overtime, or avoid delegating tasks, believing they need to prove they are the right person for the role.

Occupational Therapist in a Multidisciplinary Team

Occupational therapists often work alongside other professionals such as physiotherapists, psychologists, doctors, and nurses. A therapist might experience Imposter Syndrome if they feel their contribution is less valued or if they compare their medical knowledge to that of other members of the team.

They might question whether their care plans are as creative or effective as they could be, even when positive feedback is given. They may double-check their own recommendations repeatedly or feel anxious speaking in team meetings, worried that their opinions will be questioned.

This can lead to avoiding opportunities to present new therapy programmes, missing chances to demonstrate the valuable role occupational therapy plays.

Student on Placement Feeling Undeserving

Students in health and social care placements often feel a pressure to meet high standards quickly. A student nurse, social work student, or trainee physiotherapist might think their placement was given through luck rather than skill.

They may work hard to mask their uncertainty, not realising that placements are designed to be learning spaces where questions are expected. If communication from mentors is minimal, they might interpret that as a sign they are not doing well, even if the mentor simply believes they are coping fine.

Common internal thoughts can include:

• “They made a mistake offering me this placement.”
• “I cannot do this as well as other students.”
• “If I ask questions, they will know I do not belong here.”

These feelings can affect engagement with the placement, reduce confidence in practical skills, and make assessments more stressful.

Manager in a Care Home Setting

In leadership roles, Imposter Syndrome can surface in different ways. A new care home manager, even with years of senior care experience, might feel they are not equipped for the business and regulatory aspects of the role.

They might worry about being compared to previous managers or fear that staff will see them as inexperienced. This can result in avoiding making decisions until they have gathered far more information than needed, slowing down processes and affecting efficiency.

While feedback from inspections, staff, and residents may be positive, the person may interpret this as luck rather than a reflection of their ability. This can leave them feeling under continuous pressure, unsure of whether they deserve to lead.

Examples of Situations That Trigger Imposter Feelings

Imposter Syndrome in health and social care can be triggered by many everyday situations, including:

• Starting a new role or moving into a specialist area
• Receiving praise for work and feeling it is undeserved
• Working under high scrutiny from regulators or inspectors
• Comparing yourself to more experienced colleagues
• Handling highly complex cases with uncertain outcomes
• Being asked to speak in meetings, present at training sessions, or mentor others
• Making a small mistake and viewing it as proof of incompetence

Impact on Health and Social Care Professionals

These feelings can lead to overworking, perfectionism, and burnout. People with Imposter Syndrome may avoid taking on opportunities that could help their career. They can become overly self-critical and struggle to recognise genuine achievements.

Performance is not always reduced, because many overcompensate by working harder than necessary. However, mental health often suffers, and the constant pressure can affect work-life balance. Over time, this may lead to stress-related illness or reduced job satisfaction, which can have a knock-on effect on team morale and quality of care.

Approaches Used to Manage Imposter Syndrome

Some professionals in health and social care use practical steps to reduce the impact of imposter feelings, such as:

• Talking to mentors, supervisors, or trusted colleagues about concerns
• Keeping a record of achievements and positive feedback
• Attending reflective practice sessions to review successes and challenges
• Accepting that mistakes are part of learning and growth
• Recognising that confidence often grows with experience
• Seeking professional support such as counselling or peer support groups

These approaches can help reduce self-doubt and allow individuals to view their abilities more realistically.

Final Thoughts

Imposter Syndrome is more common in health and social care than many realise. It can affect people at any stage of their career, from students to experienced leaders. The demanding nature of the work, public accountability, and frequent changes in roles or practice areas can all trigger feelings of not belonging or fearing exposure as a fraud.

The examples given show that these feelings are not linked to actual skill or competence but rather to how a person interprets their achievements and mistakes. While these thoughts can be uncomfortable, they are a recognised pattern and can be addressed with support, reflective practice, and open conversations.

Feeling like an “imposter” does not make someone incapable. In fact, it is often those who care deeply about the quality of their work who experience it the most. By recognising these patterns, health and social care professionals can take steps to manage them and continue providing high-quality, compassionate care.