Welcome to Pressing Questions, Fast Company’s work-life advice column. Every week, deputy editor Kathleen Davis, host of The New Way We Work podcast, will answer the biggest and most pressing workplace questions.

Q:  How do I get over imposter syndrome?

A: So much of my advice begins the same way: You are not alone. These are pressing questions for a reason; they are common and experienced by all kinds of employees across industries.

Imposter syndrome, the feeling that you’re a fraud and secretly aren’t qualified for your position, is so common, in fact, that some experts estimate around 80% of people experience imposter syndrome at some point in their lives. So, basically everyone. 

I certainly have. Early in my career, I’d nod along while colleagues tossed around names, acronyms, and terms I had never heard before. Then, in my early days as a manager, I found myself managing people who had more impressive credentials than I did. Some of the things that made me doubt myself were easy fixes and could even be used as strengths.

In those early career days, though, I listened closely, took notes, and looked things up when I didn’t understand what people were talking about. Then as I gained a bit more confidence, I started to ask questions, which is a great trait for a journalist and good for employees in any industry to show they’re engaged.

When I interviewed for my first magazine job at Popular Photography, I didn’t know much about the technical aspect of photography or the equipment I’d be tasked with covering. But, I did know how to ask smart questions, ones that readers might ask, questions that might not occur to more experienced technical journalists. I had gained confidence in my ability to figure things out and said so to the editor-in-chief in my interview. I got the job. 

As for the feelings of being unqualified among more accomplished peers, there are a few things that have helped me over the years:

1. Realizing I don’t have to have all the answers. Smart people surround themselves with people who are smarter than they are. You can’t learn from others if you have all the answers. Your job as a manager isn’t to be the smartest person in the room. It’s to hire smart people and give them the tools they need to succeed.

2. Keeping a praise file. This is tried-and-true career advice that is helpful in a variety of situations. I have a document on my computer desktop titled “Praise,” where I’ve collected the nice things readers, podcast listeners, colleagues, and managers have said about me and my work. If I’m having a bad day or doubting myself, reading things like “I am one person of so many that have been impacted by your work. You are amazing. Thank you,”  offers a surefire boost.

3. Making self-doubt and mistakes less of a big deal. In moments of doubt, it might help to remember that statistic about 80% of people have felt the same way, including CEOs and even Olympic gold medalists. Pursuing ambitious goals means stretching your limits, and it should make you uncomfortable at times. Admitting that you don’t have all the answers is a strength not a weakness. Making mistakes (and owning up to them) means you are learning and growing.

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