1 in 4 managers in New Zealand feel like imposters – Here’s why

A new survey conducted by recruitment firm Robert Walters has shed light on a troubling trend among managers in New Zealand, with one in four feeling like imposters in their roles. The survey, which gathered responses from over 2,000 white-collar employees, highlights the significant challenges faced by managers in the workplace, particularly in terms of training and support. These findings come at a time when the demands on managers are intensifying, yet many feel unprepared and unsupported in their roles.

The survey, as reported by Radio New Zealand, found that 26% of managers in New Zealand feel like imposters in their roles. Imposter syndrome, a psychological pattern where individuals doubt their skills, talents, or accomplishments and fear being exposed as a "fraud," is becoming increasingly common among those in managerial positions. This growing sense of inadequacy can have serious implications for both the individuals affected and the organizations they work for.

According to the survey, a significant factor contributing to this sense of imposter syndrome is the lack of appropriate training. A staggering 44% of respondents indicated that they do not feel they have received the necessary training to perform their job effectively. This lack of preparation leaves many managers feeling out of their depth, struggling to meet the expectations placed upon them.

In addition to the training gap, the survey also revealed that 32% of managers feel unsupported in their roles. Without the necessary support from their organizations, managers are left to navigate the complexities of their roles on their own, leading to feelings of isolation and inadequacy. The lack of support is further exacerbated by the fact that 20% of respondents reported feeling overwhelmed and overworked.

Only 22% of the managers surveyed said they feel empowered and supported in their roles, highlighting a significant shortfall in the resources and backing provided to those in leadership positions. This lack of support not only affects the managers themselves but can also have a ripple effect throughout the organization, leading to decreased morale, lower productivity, and higher turnover rates.

Shay Peters, Chief Executive of Robert Walters Australia and New Zealand, attributes the lack of support and training to workplaces that have not yet fully adapted to the needs of a post-pandemic, hybrid workforce. The rapid shift to remote and hybrid work environments has presented new challenges for managers, who must now lead teams across different locations and time zones. Many organizations are still grappling with how to provide the necessary training and support to help managers navigate these new dynamics effectively.

Peters also pointed out that the incorporation of a new generation into the workforce is adding to the challenges faced by managers. As younger employees with different expectations and working styles enter the workforce, managers are finding themselves in uncharted territory, needing to adapt quickly to these changes. However, without the proper training and support, many managers feel ill-equipped to handle these shifts, contributing to the growing sense of imposter syndrome.

The survey also uncovered a concerning trend of employees taking on management responsibilities unofficially. More than 200 workers reported that they have been performing management duties, such as mentoring and supervisory roles, without any official announcement, job title modification, or increase in compensation. This phenomenon appears to be driven by businesses being forced to reduce headcount, leading to subject matter experts being thrust into management roles to fill the gaps.

Peters noted that this trend has become more prominent in recent times, as organizations struggle to maintain operations with reduced staff levels. While these unofficial managers may be stepping up to keep things running smoothly, the lack of formal recognition and compensation can lead to burnout and dissatisfaction, further contributing to the challenges faced by managers in the workplace.

The consequences of inadequate training and support for managers extend beyond just feelings of imposter syndrome. The survey highlighted a worrying statistic: 43% of employees choose to leave their jobs due to poor management. This underscores the critical role that effective management plays in employee retention and overall organizational success. When managers are not adequately trained or supported, it can lead to high turnover rates, decreased productivity, and a toxic work environment.

Peters stressed the importance of businesses re-evaluating their approach to management, particularly in light of these findings. "Organizations need to consider whether their people have the ability to lead," he said. "It's not enough to simply promote someone into a management role without providing the necessary training and support. Effective management is key to retaining talent and driving business success."

The findings of the Robert Walters survey serve as a wake-up call for organizations in New Zealand and beyond. As the demands on managers continue to grow, it is crucial for businesses to invest in the training and support needed to help their leaders succeed. This includes providing comprehensive training programs, offering ongoing support, and recognizing the contributions of those who take on management responsibilities, whether officially or unofficially.

Moreover, organizations must adapt to the changing dynamics of the modern workforce. The shift to hybrid work environments and the influx of younger employees require a new approach to management, one that is flexible, responsive, and attuned to the needs of both managers and their teams.