Wie können Sie Führungskräfte coachen, um das Hochstapler-Syndrom zu überwinden?

This is a fairly common theme that I have encountered, especially when an executive is taking a new and challenging role or a higher responsibility. I help them reflect when they feel, what they feel and explore any patterns that emerge. The conversation also builds on what has made them so successful so far, why they feel that may not be enough now and what, in their lens of thinking, should be done now. Leveraging their existing strengths is a key aspect of helping them re-frame the situation so that they can take up small but specific goals and celebrate each one of them once accomplished. Another area is to enable them draw up a list of leaders and resources ( building the network) that can be inspirational and supportive for them.

This is exceptionally powerful and I have seen people who look visibly confident can sometimes be plagued by this and their defense mechanism does not let them figure this out fully Moreover, some find it difficult to beleive that they have the right to Be immensely successful and sustain it over a period of time and continuously keep questioning themselves....time to go deeper in this as we enter a BANI world ! Regular Conversations Helping them to define a powerful Future Self and Wprk towards the same Finding quick Coping Mechanisms Very importantly, erase the root cause first - which is feeling of inadequacy or plagued by fixed mindset.

70% of professionals suffer from impostor syndrome at one point in their career. It is common to men and women and some researches found that people belonging to minorities are more prone to develop it. Becoming aware, understanding how we built it and reframing the self negative talk are the main steps of dissolving the feeling.

As we know, a person with imposter syndrome often questions their abilities which influences their performance. But not always. Sometimes they successfully manage! I would ask a coachee to reflect on those successful experiences to reconnect to strengths and recognize helpful thinking and behavioural patterns.

One way of looking at imposter syndrome, is to observe that if you’re not feeling it, you’re probably not stretching yourself far enough! Another way of looking at it is to remember that extraordinary Smith College commencement speech given this summer, which debunked the whole existence of the syndrome.

One practice I like to do to challenge any limiting beliefs I may have about anything is to "flip the switch" and ask myself what would happen if the opposite was true. So, if the recurring belief is "I don't deserve this position", I would ask myself: What would it be like if I did deserve this position? How would I act? What would I have done to deserve it? And What are some things I can do now to feel worthy of this position? This practice empowers you to act in a manner that is in line with the belief that you are indeed capable and worthy of any of the opportunities you may have.

One must believe that if he has been hired and given this position, it is based on his skills and competencies. Going thru consistent scrutiny and assessment is behaviour of people around you, which can be managed by sharp focus on your task, goals and achieving excellence. You should be known by your contribution, achievements and value that you are adding to people and business, not by what people around you think of you (perception). Stay focused on timely and quality delivery of your goals, contribute to Innovation and growth, venture into unknown zones to learn, deliver and excel, share your thoughts openely and be open to listen and act on what people say about you. These steps will help coming out of imposter syndrome. Stay hungry.

Imposter syndrome is very often experienced by people working in « smart » environments where intellectual capacity is seen as the measure of efficiency, adequation and legitimacy. One way I help my clients with this is to first ask : « What do you think of the people working in this company ? You find them smart, right ? Certainly you do not think THEY are imposters. So by thinking YOU are an imposter, you would question their ability to detect you as a fraud. That would mean they would be really less smart than you think. So If you think YOU are an imposter, THEY must be kind of imposters as well. Is that what you think? No??? So isn’t the conclusion that you finally are NOT a imposter… ?» Usually, that somewhat solves the issue.

This is really a big one because most of us do not truly & totally understand or accept our own beliefs to start with. To help others by "challenging their beliefs", we need to be both aware of our own beliefs (as coaches) and help them (coachees) understand what their beliefs are. In reality, it is very difficult to reach a point of altering or challenging beliefs. The first step is to acknowledge this difficulty and then agree to quickly reach a point where become aware of the upside and downside of those beliefs. Feeling like an imposter is quite common but to acknowledge the downside of such a feeling is the first step to create an opportunity to eventually challenge that belief, especially when it is coming in your way to grow.

This is common for experienced team members which I have come across in my teams. This happens due to the fact that the individual lost direction in his job/ career due to the fact that they spent a longer time on routine tasks which they might be doing in their jobs. It is always the job of the Leader to keep talking to them and identify their pain points and what cause them to think the way they are. Sometimes, engaging them in other organisational activities such as organising CSR, team building..etc will give them the confidence they needed back and you can drive them for higher results or give them additional responsibilities as needed. I have seen this approach working for few of my team members with this syndrome.

Through my practice, I guide my customers to view imposter syndrome as a signal of their ambition and dedication rather than a sign of inadequacy. This shift in perspective can be incredibly liberating, enabling them to harness their anxiety and self-doubt as fuel for growth and self-improvement. In the growth mindset, abilities and skills are developed over time, and mistakes are embraced as opportunities for learning. Executives often place unreasonably high demands on themselves, which can exacerbate the imposter syndrome. By encouraging them to establish achievable goals and prioritize self-compassion, I guide them in reshaping their mindset to a healthier perspective.

Imposter syndrome when it constantly feels like not enough is done. It is way of perceiving oneself, others, and events. This sensation can arise when a person engages in something new for them and can persist for years, despite admiration or approval from those around. The root causes can be different, but it is worth exploring things like perfectionism, fears of being judged, expectations, and unwillingness to accept help.

Reframe the mindset by sharing motivational stories about people overcoming imposter syndrome. For example, on his first full day as President of the United States, Harry Truman told reporters, “Boys, if you ever pray, pray for me now. I don't know if you fellas ever had a load of hay fall on you, but when they told me what happened yesterday, I felt like the moon, the stars, and all the planets had fallen on me." Truman's lack of a college degree seems to have bothered him even into his presidency. In 1947, in his third year as President of the United States, Truman applied for a law license, using his on-the-job experience as his qualifications to make up for his lack of a formal law degree. #HistorysLeadershipLessons

A strong support system is essential on those moments when you feel a lot of self-doubt and impostor syndrome kick in. I have found that having a network of peers and mentors reminds me that it's normal and common to experience this kind of feelings and makes me feel less isolated. Having an accountability partner, whom I can share my struggles with has also been incredible to keep myself accountable and remind myself of all the progress I have made.

A coach can not only encourage and guide executive clients to build their support system of mentors, peers, allies, etc., but also it's possible that the coach could build a group where they can find and connect with others in the same position. For example, the coach could hold a meetup or event where the topic is the challenges specific to executives and provide opportunities for connection.

Something I practice and advise others to try as well is the daily mirror exercise. For 30 days before you start your day, look in the mirror and say aloud all of your attributes. Also include the ones you have doubts about. At the end of those 30 days, you will believe it. Do anything for thirty days and it becomes a habit!

The language and how we speak to ourselves in a regular basis determines a lot of our reality and what we believe is true for us (and about us). That's why something I use that have helped improve my self-esteem is a daily short meditation practice incorporating affirmations. This always helps me for those moments when I feel a lot of self-doubt to be more compassionate with myself and trust in my abilities.

The first step I do with leaders I work with is to help them identify the specific behaviours they want to change and create action plans for implementing those changes. Accountability systems should be established to ensure consistent progress. Regular monitoring of their advancement is vital, as it allows leaders to stay on track and adjust their strategies as needed. Celebrating their achievements along the way is equally crucial, as it reinforces positive behaviours and fosters a sense of accomplishment. From my experience, leaders who recognize their imposter feelings, challenge their limiting beliefs and reframe their mindset to one of competence and self-assurance have a better chance of flourishing in their organizations.

There are a few different tools I use often in these situations to help clients overcome imposter syndrome. Create a success list and have it visible to you. It should include personal and professional wins, major accomplishments, big trials and challenges you have overcome, and anything else that shows the most powerful you. Another tool is having a "Who Am I" doc or personal manifesto. This should include values, traits, beliefs, and identities of who you are and what you prize. Last tool is helping them to create who they are in spite of any position, title, or status. Starting from this point allows them to show up as their true self and build upon a solid foundation.

I believe coaching executives to overcome imposter syndrome starts with 1) helping them undersand it is a common psychological phenomenon, 2) identifying their triggers, and 3) creating self-awareness. Coaches can help executives challenge negative self-talk, set realistic expectations, and embrace a growth mindset. Celebrating achievements, seeking support networks, and visualizing success can also be effective in overcoming imposter syndrome. As can maintaining an imposter syndrome journal and working with a coach. By consistently applying these strategies and creating a supportive coaching environment, executives can gradually overcome imposter syndrome, enhancing their self-confidence and professional growth.

If you are delivering what you have been hired for, you don’t need to worry about what others think of you. Also, while you are doing exactly as per your KRAs, don’t forget to up-skill yourself to deliver more than you are expected; knowledge, experience, and passion can beat any qualification.