Do Surgeons Feel Like Imposters? Dr Sherief Elsayed UAE Discusses Self Doubt

Picture this: A highly trained surgeon with decades of experience, standing in the operating theatre, suddenly wondering, “Am I really qualified to do this? What if everyone discovers I’m not as capable as they think?”

It sounds unlikely, doesn’t it? Yet this phenomenon, known as imposter syndrome, affects surgeons more than almost any other profession. And it’s not just the junior doctors or recent graduates. Even the most accomplished specialists, including those practicing at the highest levels in the UAE’s medical community, experience these unsettling feelings of self-doubt.

Dr. Sherief Elsayed, a senior UK-trained spinal surgeon practicing in Dubai and across the UAE, brings a unique perspective to this conversation. With over 25 years in medicine and credentials including MRCS and FRCS (Trauma & Orthopaedics), a fellowship from the prestigious Centre for Spinal Studies & Surgery in Nottingham, and experience as Lead Clinician for Spinal Surgery at Brighton & Sussex University Hospitals, he represents the kind of accomplished professional you’d never imagine doubting themselves.

Yet the reality of surgical practice, with its constant high-stakes decisions, endless learning curve, and pressure to maintain perfection, creates fertile ground for imposter feelings. These aren’t signs of weakness or incompetence. Rather, they’re an almost paradoxical indicator of conscientiousness, high standards, and genuine care about patient outcomes.

This article explores imposter syndrome in the surgical profession, why it happens, how it affects surgeons and their patients, and what can be done about it. Whether you’re a medical professional yourself, a patient seeking to understand your surgeon better, or simply curious about this fascinating psychological phenomenon, understanding imposter syndrome in medicine offers valuable insights into the human side of healthcare.

What exactly is imposter syndrome and why does it happen?

Imposter syndrome, sometimes called imposter phenomenon, is more than just occasional self-doubt. It’s a persistent pattern where accomplished individuals can’t internalize their success and instead attribute their achievements to luck, timing, or somehow fooling others into thinking they’re more capable than they really are.

The term was first coined in 1978, and while it’s not a psychiatric diagnosis listed in medical manuals, mental health professionals widely recognize it as a real and impactful psychological experience. People with imposter syndrome live with a constant fear of being “found out” or exposed as frauds, despite objective evidence of their competence and accomplishments.

What makes imposter syndrome particularly interesting is who it affects most. It’s not the underperformers or those struggling in their careers. Instead, it predominantly strikes high achievers, perfectionists, and people in demanding, evaluative professions. In other words, the very people who have the most evidence of their capability are often the ones doubting themselves most.

There are typically five patterns or subtypes that imposter syndrome takes. The “perfectionist” sets extremely high standards and feels like a failure if anything falls short. The “superhero” pushes themselves to work harder than everyone else to prove their worth. The “natural genius” feels shame if something doesn’t come easily to them. The “soloist” believes they must accomplish everything independently or it doesn’t count. And the “expert” feels they need to know absolutely everything before they’re qualified.

In medicine, and particularly in surgery, several factors make imposter syndrome especially common. First, the profession demands years of intense, competitive training. Getting into medical school is highly competitive. Surgical residency positions are even more selective. Throughout this journey, future surgeons are constantly being evaluated, compared, and ranked.

Second, medicine involves unlimited, constantly evolving knowledge. No matter how much a surgeon knows, there’s always more to learn. New techniques emerge, research updates understanding, and medical knowledge expands faster than anyone can keep pace with. This creates a perpetual sense of “not knowing enough.”

Third, surgeons are surrounded by highly intelligent, accomplished colleagues. When everyone around you is exceptional, it’s easy to feel like you’re the least capable person in the room, even when objectively you’re just as skilled.

Finally, there’s the weight of responsibility. Surgical decisions affect people’s lives, health, mobility, and sometimes survival. The stakes couldn’t be higher. This pressure can amplify any existing tendencies toward self-doubt.

How common is imposter syndrome among surgeons specifically?

The prevalence of imposter syndrome in surgery might surprise you. Research reveals it’s not an occasional problem affecting a few insecure individuals. It’s widespread, touching the majority of surgical professionals at some point in their careers.

Studies examining thousands of physicians found that approximately one in four doctors report frequent or intense experiences of imposter phenomenon. When researchers specifically looked at surgeons, they found similar or sometimes even higher rates. Some specialty-specific studies have shown rates ranging from 25% to over 60%, depending on the population examined and career stage.

Certain factors increase the likelihood of experiencing imposter feelings. Research consistently shows that female surgeons report higher rates of imposter syndrome than their male colleagues. This pattern holds true across multiple studies and geographical regions, suggesting systemic factors in how women experience medicine and surgery.

Younger surgeons and those earlier in their careers report more intense imposter feelings than older, more established surgeons. This makes intuitive sense, as experience provides more evidence of competence and more opportunities to internalize success. However, it’s important to note that even senior consultants aren’t immune. Career transitions, such as moving to a new institution or taking on leadership roles, can trigger imposter feelings even in highly experienced surgeons.

Academic practice settings show higher rates of imposter syndrome compared to private practice. The constant evaluation, research productivity pressures, teaching responsibilities, and competitive environment of academic medicine may contribute to this pattern.

Specialty variations exist too. Research has identified that pediatric subspecialists, general pediatricians, and emergency medicine physicians report the highest imposter phenomenon scores. Ophthalmologists, radiologists, and orthopedic surgeons tend to report lower scores, though this certainly doesn’t mean they’re unaffected.

It’s worth noting that these statistics likely underestimate the true prevalence. Imposter syndrome by its very nature involves hiding feelings of inadequacy. Surgeons experiencing it may be less likely to participate in surveys or admit to these feelings, fearing it would confirm their supposed inadequacy.

What the numbers make clear is that if you’re a surgeon experiencing imposter feelings, you’re far from alone. It’s not a personal failing or evidence of actual incompetence. It’s a widespread phenomenon affecting some of the most capable professionals in medicine.

What specific aspects of surgical training create feelings of inadequacy?

The journey to becoming a surgeon is long, demanding, and filled with moments that can trigger or reinforce imposter feelings. Understanding these pressure points helps explain why the syndrome is so common in surgery.

The Selection Process: From the beginning, future surgeons are told they’re joining an elite group. Medical school admission is intensely competitive. Then comes the competition for surgical residency positions, which are among the most sought-after in medicine. This repeated message of “you’re lucky to be here” can plant seeds of doubt: “Do I really deserve this spot, or did I just get lucky?”

The Steep Learning Curve: Early surgical training involves a dramatic transition from classroom learning to performing procedures on actual patients. The first time you make an incision, the first time you tie surgical knots in a living person, the first time you’re the primary surgeon on a case. These moments are simultaneously exhilarating and terrifying. It’s impossible to feel completely confident when you’re doing something for the first time, even with supervision.

The Hierarchy and Culture: Traditional surgical training often involves a strict hierarchy. Junior trainees are frequently corrected, questioned, and pushed to perform under pressure. While this serves important teaching purposes, it can also reinforce feelings of inadequacy. The culture has historically celebrated toughness and discouraged vulnerability, making it difficult to admit struggles or seek support.

Constant Evaluation: Surgical trainees are continuously assessed. Case logs, examinations, direct observation of procedures, competency assessments, research productivity. This perpetual evaluation creates an environment where you’re always being judged, always potentially found lacking.

Comparison with Peers: Trainees naturally compare themselves to colleagues. “She seemed more confident in that case.” “He published more papers this year.” “They got a better fellowship position.” These comparisons, even when others seem to be struggling just as much, can fuel imposter feelings.

High-Stakes Environment: From early training onward, surgeons make decisions that significantly impact patients’ lives. The weight of this responsibility can trigger thoughts like “Am I really ready for this level of responsibility?” or “What if I make a mistake that harms someone?”

The Expectation of Perfection: Surgery demands excellence and precision. While perfection is impossible, the expectation of it remains. Any complication, any less-than-perfect outcome, can feel like evidence of inadequacy, even when it’s a normal part of surgical practice.

Transition Points: Each career transition brings new challenges. Finishing residency and starting as a consultant involves suddenly being “the expert” rather than the trainee. Taking on teaching responsibilities means being expected to have all the answers. Leadership roles bring new pressures and self-doubt.

Dr. Sherief Elsayed’s own journey from medical school in Cardiff through UK surgical training, specialized fellowship, and eventually consultant-level practice involved navigating all these challenges. The pressure to perform, the constant learning, the weight of responsibility, these are universal experiences in surgical training worldwide.

How does imposter syndrome affect a surgeon’s professional life?

The impact of imposter syndrome extends far beyond uncomfortable feelings. It has real, measurable effects on surgeons’ professional lives, well-being, and potentially even patient care.

Burnout Connection: Research has established strong links between imposter syndrome and burnout. Surgeons experiencing frequent imposter feelings show significantly higher rates of emotional exhaustion and depersonalization, two key components of burnout. When you constantly doubt your competence and fear being exposed, the stress accumulates. Every case becomes more taxing, not just physically but emotionally and mentally.

Professional Fulfillment: Studies have found that surgeons with moderate to intense imposter phenomenon have substantially lower odds of reporting high professional fulfillment. When you can’t internalize your successes or acknowledge your skills, it’s difficult to find satisfaction in your work. A job well done doesn’t feel like an achievement; it feels like you got away with it one more time.

Mental Health Impact: The psychological toll goes beyond work satisfaction. Imposter syndrome is associated with increased rates of anxiety, depression, and concerning emotional distress. The constant internal pressure, fear of exposure, and inability to recognize one’s own competence wear down mental health over time.

Career Decisions: Imposter feelings can influence major career choices. Some surgeons avoid pursuing leadership positions, teaching opportunities, or specialized training because they don’t feel “good enough.” Others overwork themselves, saying yes to every opportunity to prove their worth, leading to exhaustion and work-life imbalance.

Suicidal Ideation: Perhaps most concerning, research has found correlations between imposter syndrome severity and increased suicidal thoughts. The emotional burden of persistent feelings of fraudulence, combined with the other stressors of surgical practice, can contribute to serious mental health crises.

The Perfectionism Trap: Surgeons with imposter syndrome often compensate through perfectionism and overwork. They might spend excessive time preparing for cases, checking and rechecking their work, or staying late to ensure everything is perfect. While thoroughness is positive, excessive perfectionism driven by fear creates unsustainable work patterns.

Difficulty Delegating: The “soloist” pattern of imposter syndrome makes some surgeons reluctant to delegate tasks or accept help. They feel they must do everything themselves to prove their worth. This not only increases their workload but can also limit team effectiveness and training opportunities for junior staff.

Reluctance to Innovate: Fear of failure associated with imposter syndrome may make surgeons hesitant to try new techniques, adopt new technologies, or pursue innovative approaches, even when evidence supports them. The thinking goes: “If I’m barely keeping up with what I know, how can I take on something new?”

Impaired Learning: Paradoxically, imposter syndrome can interfere with the continuous learning essential to surgical practice. If you believe you’re supposed to already know everything, asking questions or admitting uncertainty feels like revealing inadequacy rather than healthy professional development.

Yet it’s crucial to note that imposter syndrome doesn’t necessarily mean poor performance. Many surgeons experiencing these feelings maintain excellent clinical outcomes and patient satisfaction. The suffering is internal, invisible to patients and often to colleagues. This is why Dr. Sherief Elsayed emphasizes that these feelings aren’t evidence of incompetence but rather often indicate high standards and genuine care about being a good surgeon.

Why do even senior, experienced surgeons like Dr. Sherief Elsayed face self-doubt?

You might assume that after 25 years in medicine, 20 years in orthopaedics and spine surgery, fellowship training, consultant-level positions, and countless successful procedures, a surgeon would be immune to self-doubt. The reality is more nuanced.

Medicine Never Stops Evolving: New research emerges constantly. Surgical techniques advance. Technology changes. What was cutting-edge ten years ago might be outdated today. Even the most experienced surgeons face an endless learning curve. Dr. Sherief Elsayed’s expertise in modern techniques like robot-assisted spine surgery required learning and adaptation, even with his extensive background. This continuous need to learn and adapt can trigger imposter feelings at any career stage.

Every Patient is Different: “Every spine is different. Every treatment should be, too.” This principle, central to Dr. Sherief Elsayed’s practice, also means that experience doesn’t eliminate uncertainty. Even after thousands of cases, each new patient presents unique anatomy, circumstances, and challenges. The surgeon who claims to have seen everything is either inexperienced or lacking in honest self-reflection.

Complications Happen: Even with excellent technique and judgment, complications occur. They’re an inevitable part of surgery. Yet when they happen, even experienced surgeons may question themselves: “Could I have done something differently? Should I have seen this coming?” These moments of reflection, while professionally important, can trigger imposter feelings.

Leadership and Visibility: As surgeons advance in their careers, they often take on more visible roles. They might lead departments, speak at conferences, mentor juniors, or contribute to policy. These positions put them in the spotlight, where any mistake or gap in knowledge feels more exposed. The “expert” subtype of imposter syndrome is particularly relevant here, where feeling you should know everything about your field becomes impossible to maintain.

Comparison Continues: Senior surgeons still compare themselves to colleagues, now perhaps to international experts, thought leaders in their field, or younger surgeons adopting new technologies faster. The comparison never really stops; it just shifts.

The Weight of Experience: In some ways, more experience brings more awareness of what can go wrong. A junior surgeon might approach a case with confidence born partly from not fully understanding all the potential complications. An experienced surgeon knows the risks intimately, which can create anxiety and second-guessing.

Cultural Factors in UAE Practice: For surgeons trained in one system (such as the UK) and practicing in another (the UAE), there can be additional pressure to prove their credentials and adapt to different healthcare environments, patient expectations, and cultural contexts. This transition, even for highly experienced surgeons, can trigger imposter feelings.

The Human Factor: Ultimately, surgeons are human. They have good days and difficult days. They face personal challenges alongside professional demands. They’re affected by fatigue, stress, and the normal ups and downs of life. These human vulnerabilities don’t disappear with experience or achievement.

Dr. Sherief Elsayed’s balanced approach, emphasizing root-cause understanding, conservative care first, and genuine patient-centered decision-making, reflects not just clinical expertise but also wisdom that often comes from wrestling with these challenges. The surgeon who acknowledges uncertainty, who says “we need more information before deciding,” or who admits when something isn’t their area of expertise is often more trustworthy than one who projects unwavering certainty.

How does imposter syndrome specifically affect surgeons dealing with complex cases?

Complex cases present unique challenges that can amplify imposter feelings, even in experienced surgeons. Understanding this dynamic offers insight into the psychological demands of surgical practice.

When Dr. Sherief Elsayed evaluates a patient with multilevel spinal deformity, previous failed surgeries, or complicated anatomy, the decision-making becomes intricate. Multiple factors must be weighed: surgical approach, technique selection, risk-benefit considerations, patient expectations, and potential complications. Even with extensive training and experience, these cases involve uncertainty.

The Weight of Decision-Making: Complex cases often don’t have clear-cut right answers. Different approaches might be reasonable, each with distinct advantages and risks. The surgeon must choose, knowing that months or years later, they might wonder if a different decision would have been better. This uncertainty can trigger thoughts like “Am I making the right choice? What if someone more experienced would do this differently?”

Technical Challenges: Some cases push technical skills to their limits. New or unusual anatomy, extensive previous surgery with scar tissue, challenging patient positioning, or unexpected intraoperative findings all demand adaptation and problem-solving in real-time. Even successful navigation of these challenges might leave the surgeon thinking “I barely managed that” rather than “I skillfully handled that.”

Comparison to Ideal Outcomes: In complex cases, perfect outcomes may not be achievable. The goal might be meaningful improvement rather than complete resolution. Yet surgeons with imposter syndrome may judge themselves against an unrealistic standard of perfection, feeling they’ve failed if the outcome isn’t ideal, even when it represents excellent work given the circumstances.

The Multidisciplinary Pressure: Complex cases often involve discussions with multiple specialists. Presenting your plan to colleagues, defending your reasoning, and incorporating others’ input is professionally valuable but can trigger imposter feelings: “Do they think I’m not competent enough to handle this? Are they questioning my judgment?”

Patient Expectations: Patients with complex problems often have high hopes for surgery after conservative treatments have failed. Managing these expectations while being honest about realistic outcomes requires skill and confidence. Imposter syndrome can make these conversations harder, adding internal doubt to an already challenging discussion.

Learning from Complications: When complications occur in complex cases, as they inevitably sometimes do, the learning process involves analyzing what happened and whether anything could have been done differently. This necessary reflection can reinforce imposter feelings if not balanced with realistic self-assessment.

Dr. Sherief Elsayed’s approach to complex cases reflects maturity in dealing with these psychological challenges. His emphasis on comprehensive assessment, consideration of all factors beyond just imaging, and shared decision-making demonstrates confidence balanced with appropriate humility. Saying “we treat the person, not the scan” acknowledges that complexity extends beyond technical surgical challenges to understanding the whole patient and their circumstances.

His step-by-step approach, from conservative care through minimally invasive options to advanced surgery only when necessary, also reflects comfort with uncertainty. Rather than feeling pressured to offer surgery to prove competence, he’s secure enough to recommend non-surgical treatment when appropriate.

What can medical organizations do to reduce imposter syndrome?

Addressing imposter syndrome requires systemic change, not just individual coping strategies. Research has identified several organizational approaches that can help create healthier professional environments.

Fostering Vulnerability and Authenticity: Healthcare organizations can create cultures where physicians feel safe expressing uncertainty, asking for help, and admitting mistakes without fear of judgment. This might involve regular forums where surgeons share challenging cases, including complications and difficult decisions. When experienced surgeons openly discuss their struggles and uncertainties, it normalizes these feelings for everyone.

Failure Resumes and Story Sharing: Some institutions have implemented “failure resume” exercises where accomplished surgeons share their setbacks, rejected papers, complications, and career challenges. These sessions demonstrate that success isn’t a straight path and that even the most respected surgeons have faced difficulties. Knowing that the consultant you admire also struggled as a trainee, also had complications, also doubted themselves, can be profoundly reassuring.

Mentorship Programs: Structured mentorship connecting junior surgeons with experienced mentors provides safe spaces to discuss doubts and concerns. Effective mentors don’t just teach technical skills; they help mentees develop realistic self-assessment, process difficult cases emotionally, and recognize their own growth and competence.

Challenging the Superhuman Myth: Medical culture has traditionally portrayed surgeons as infallible heroes who never struggle, never doubt, and never need help. Organizations can actively challenge this myth by highlighting the human side of medicine, promoting work-life balance, and eliminating stigma around seeking mental health support.

Structured Feedback and Recognition: Many surgeons with imposter syndrome excel at recognizing their mistakes but discount their successes. Organizations can implement systems that provide balanced, constructive feedback highlighting both areas for growth and genuine strengths. Regular recognition of excellent work, teaching contributions, and professional development helps surgeons internalize their achievements.

Addressing Systemic Biases: Given the higher prevalence of imposter syndrome among female surgeons and minorities, organizations must address systemic biases and barriers that contribute to these feelings. This includes examining hiring and promotion practices, ensuring equitable opportunities, and actively countering stereotypes and microaggressions.

Realistic Training Expectations: During surgical training, setting realistic expectations about the learning curve, normalizing mistakes as part of learning, and providing adequate supervision and support can prevent the development of entrenched imposter feelings. The goal is to challenge trainees appropriately while ensuring they feel supported rather than constantly inadequate.

Professional Development Resources: Offering workshops, coaching, and resources specifically addressing imposter syndrome, burnout prevention, and professional fulfillment demonstrates organizational commitment to physician well-being. These shouldn’t be optional add-ons but integrated into professional development.

In the UAE context, where healthcare systems bring together professionals from diverse training backgrounds, there’s opportunity to build inclusive cultures that value different perspectives and experiences. Dr. Sherief Elsayed’s journey from UK training to UAE practice demonstrates how diverse professional experiences enrich healthcare delivery.

What strategies can individual surgeons use to manage imposter feelings?

While systemic changes are crucial, individual surgeons can also develop strategies to manage imposter syndrome and maintain well-being throughout their careers.

Reframe Your Thinking: When imposter thoughts arise (“I just got lucky” or “Anyone could have done that”), consciously challenge them. What’s the evidence for this thought? What’s the evidence against it? Often, examining thoughts objectively reveals they’re not accurate. Replace self-defeating thoughts with more balanced ones: “This went well because I prepared thoroughly and used my skills effectively.”

Keep a Success File: Save positive feedback, thank-you notes from patients, recognition from colleagues, and evidence of your accomplishments. When imposter feelings hit, review this file. It provides objective evidence of your competence and positive impact.

Accept “Good Enough”: Perfectionism fuels imposter syndrome. Learning to recognize when work is good enough, rather than perfect, is essential. In surgery, this means acknowledging that excellent outcomes don’t require perfection in every detail. Complications don’t always indicate failure; they’re sometimes unavoidable despite excellent technique.

Talk About It: Sharing imposter feelings with trusted colleagues, mentors, or a professional coach often reveals that others feel similarly. This normalization reduces the sense of isolation and shame that accompany imposter syndrome. Many surgeons find relief in discovering their respected colleagues have similar doubts.

Separate Identity from Profession: While being a surgeon is important, it shouldn’t be your entire identity. Dr. Sherief Elsayed’s reminder that our real impact comes from “how we cultivate kindness and enhance other people’s lives” reflects this broader perspective. Developing interests, relationships, and sources of meaning outside medicine provides balance.

Practice Self-Compassion: Treat yourself with the same kindness you’d offer a struggling colleague. Would you tell a friend they’re a fraud because they’re learning something new or because they had a complication? Probably not. Extend that same compassion to yourself.

Focus on Growth, Not Genius: Adopt a growth mindset that values learning and improvement rather than innate brilliance. Nobody starts as an expert. Mastery comes through thousands of hours of practice, countless cases, and yes, many mistakes along the way. Struggling with something new isn’t evidence of inadequacy; it’s evidence you’re learning.

Seek Professional Help When Needed: If imposter feelings significantly affect your well-being, work satisfaction, or functioning, working with a therapist or coach experienced in physician mental health can be invaluable. This isn’t weakness; it’s using available tools to maintain your health, just as you’d treat any other medical condition.

Embrace Uncertainty: Surgery involves uncertainty. You’ll never know everything. Some cases will have ambiguous best approaches. Learning to be comfortable with appropriate uncertainty, to say “I don’t know” when you don’t, and to seek input when needed is a sign of strength, not incompetence.

Acknowledge Your Humanity: You’re a human being who happens to be a surgeon, not a surgical robot. You have good days and difficult days. You’re affected by fatigue, stress, and life circumstances. These human qualities don’t make you inadequate; they make you human.

For surgeons like Dr. Sherief Elsayed, whose practice involves complex decision-making, continuous learning of new techniques, and high-stakes interventions, these strategies aren’t luxuries but necessities for sustainable practice and genuine well-being.

How should patients view their surgeon’s humanity and occasional self-doubt?

If you’re a patient reading this, you might wonder: Should I be concerned that my surgeon experiences self-doubt? Does imposter syndrome mean my surgeon isn’t qualified?

Actually, the opposite is often true. A surgeon who experiences appropriate self-doubt, who carefully considers decisions, who acknowledges when something is outside their expertise, and who continually questions whether they’re providing the best care is often more trustworthy than one who never questions themselves.

Self-Doubt Can Indicate High Standards: Surgeons who experience imposter syndrome typically have very high standards for their own work. They care deeply about outcomes. They worry about their patients. This conscientious approach generally translates into careful, thoughtful care.

Awareness of Limitations: A surgeon aware of their own limitations is more likely to seek second opinions when appropriate, consult colleagues for complex cases, and be honest about uncertainty. This self-awareness protects patients and improves outcomes.

Continuous Learning: Surgeons who don’t think they know everything are more likely to stay current with research, learn new techniques, and continually improve their practice. Imposter feelings, when managed healthily, can drive professional development.

Shared Decision-Making: Dr. Sherief Elsayed’s emphasis on shared decision-making reflects confidence balanced with humility. Rather than saying “I’ll fix you” or “Here’s what we’re going to do,” he involves patients in understanding their condition, considering options, and making informed choices together. This approach respects patient autonomy while providing expert guidance.

Human Connection: A surgeon who shows their humanity, who acknowledges challenges, who treats patients as partners rather than passive recipients of care, often builds better therapeutic relationships. This doesn’t mean sharing every doubt or uncertainty inappropriately, but it does mean being authentic and approachable.

The Dunning-Kruger Effect: It’s worth knowing about the opposite problem. The Dunning-Kruger effect describes how people with limited knowledge or skill in an area tend to overestimate their competence, while true experts often underestimate theirs. A surgeon who’s overly confident might actually be less skilled than one who carefully considers their decisions and occasionally doubts themselves.

What you want in a surgeon isn’t someone who claims to be infallible or who never experiences doubt. You want someone with genuine expertise, appropriate confidence, healthy self-awareness, and the judgment to know when to proceed independently and when to seek input. You want someone who treats you as a person, not just a case, and who makes recommendations based on your specific needs rather than following a one-size-fits-all approach.

Dr. Sherief Elsayed’s statement that “we treat the person, not the scan” reflects this balanced approach. He uses his extensive expertise not to project certainty in uncertain situations but to navigate complexity thoughtfully, always keeping the patient’s best interests central.

Conclusion

Imposter syndrome in surgeons reveals a fascinating paradox: the very qualities that make someone an excellent surgeon (high standards, conscientiousness, awareness of complexity, ongoing desire to learn) can also generate persistent self-doubt. Understanding this phenomenon matters for surgeons, for healthcare organizations, and for patients.

For surgeons themselves, recognizing imposter feelings as common rather than shameful can be liberating. These feelings don’t indicate actual incompetence but rather often reflect the demanding nature of surgical practice and the impossible standard of knowing everything and never making mistakes. The surgeon who claims to always be certain, who never doubts, who believes they have nothing left to learn, is actually concerning, not admirable.

Healthcare systems and organizations bear responsibility for creating cultures that support surgeons’ mental health and well-being. This means challenging myths of surgical infallibility, providing structured support and mentorship, addressing systemic biases, and normalizing conversations about professional challenges including self-doubt.

For patients, understanding that your surgeon’s careful consideration, appropriate humility, and occasional uncertainty aren’t weaknesses but signs of thoughtful practice can build trust. Dr. Sherief Elsayed’s approach, emphasizing comprehensive assessment, root-cause understanding, conservative care when appropriate, and shared decision-making, reflects the kind of balanced confidence that serves patients well.

The most important message is this: experiencing imposter syndrome doesn’t make you unfit to practice surgery. It makes you human. It often indicates you care deeply about your work and patients. The goal isn’t to eliminate all self-doubt but to manage it healthily, to seek support when needed, to maintain perspective, and to recognize your genuine skills and accomplishments.

As medicine continues evolving, with new technologies like the robot-assisted spine surgery Dr. Sherief Elsayed performs, with expanding knowledge requiring constant learning, and with increasing complexity in healthcare delivery, surgeons will continue facing challenges that can trigger imposter feelings. Creating supportive professional communities, promoting open discussion of these experiences, and ensuring surgeons have resources to maintain their well-being isn’t just good for doctors. It’s essential for the healthcare system and ultimately for patients who benefit from surgeons who are not just technically skilled but also psychologically healthy and professionally fulfilled.

The surgeon standing in the operating theatre, momentarily doubting themselves despite years of successful practice, isn’t a fraud waiting to be exposed. They’re a conscientious professional navigating the profound responsibility of their work, bringing both expertise and appropriate humility to the challenge of healing.