I think you've nailed it now - transparency is the key.
If you don't tell other people that you're feeling Imposter Syndrome, they'll probably continue feeling the same way, but without knowing what to call it other than "I can't do this, it's too hard." If other people don't freely admit to feeling this way, you'll start to question yourself again.
Unfortunately, Imposter Syndrome is common in Software Development - I think it's because there's a vast amount to learn, and we demonstrate value to businesses (who pay our bills) by delivering products. As an example to the amount we could learn: can you name all programming languages that exist, even if we remove the impractical ones like WhiteSpace? I certainly can't.
Thankfully, very clever people have thought about how we can measure the value we're bringing to a business. Agile/Kanban/Waterfall all have metrics that we can measure.
Since I'm a Development Manager, I've come up with ways to counter it when employees talk to me about it (anecdotal feedback there is that the methods work well), but I also know most won't talk about it for a variety of reasons, so I try to minimise it up front too.
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I think you've nailed it now - transparency is the key.
If you don't tell other people that you're feeling Imposter Syndrome, they'll probably continue feeling the same way, but without knowing what to call it other than "I can't do this, it's too hard." If other people don't freely admit to feeling this way, you'll start to question yourself again.
Unfortunately, Imposter Syndrome is common in Software Development - I think it's because there's a vast amount to learn, and we demonstrate value to businesses (who pay our bills) by delivering products. As an example to the amount we could learn: can you name all programming languages that exist, even if we remove the impractical ones like WhiteSpace? I certainly can't.
Thankfully, very clever people have thought about how we can measure the value we're bringing to a business. Agile/Kanban/Waterfall all have metrics that we can measure.
Since I'm a Development Manager, I've come up with ways to counter it when employees talk to me about it (anecdotal feedback there is that the methods work well), but I also know most won't talk about it for a variety of reasons, so I try to minimise it up front too.