Imposter Syndrome is Alive and Well - Should it Be?

What is Imposter syndrome?

Recently I was doing some research for a series of articles and a book I am co-writing with Linda Ruhland and Ronn Lehmann. We are known as Success Authorities. Catchy, right?

During this research, I came across a recent survey by Korn Ferry that found a staggering 70% of CEOs experience imposter syndrome. I have seen this condition in small businesses owners and I would suggest that many consultants, myself included, also experience imposter syndrome at some point of their career, or indeed during all of it.

So what is it? It is a psychological phenomenon where individuals doubt their accomplishments and fear being exposed as a "fraud," and it is surprisingly prevalent among leaders.

This revelation sheds light on an often-overlooked aspect of leadership: the internal struggles of those at the top of organizations, small or large. Addressing the condition of imposter syndrome is crucial, as it can significantly impact decision-making, leadership effectiveness, overall organizational health and the mental well being of the people this affects.

At its core, imposter syndrome manifests itself with chronic self-doubt, fear of being discovered as incompetent, and an inability to internalize success. It’s as if we scared of the experience of the Emperor in the parable which tells of the Emperor having no clothes on.

Despite obvious achievements on the successful climb up the ladder, individuals with imposter syndrome still don’t believe in their abilities and often attribute their accomplishments to luck, or timing, rather than their abilities. Symptoms include persistent feelings of inadequacy, overpreparation, perfectionism, and an intense fear of failure.

Research has indicated that imposter syndrome is widespread, affecting people across various professions and levels of expertise. According to a 2020 study published in the Journal of General Internal Medicine, imposter syndrome affects 82% of people at some point in their lives. Among CEOs, the pressures of high-stakes decision-making and constant scrutiny can exacerbate these feelings, making it a critical issue to address.

What Contributes to this Feeling?

Leaders are expected to deliver exceptional results consistently. The weight of these expectations, coupled with the responsibility for the company's success or failure, leads to intense self-scrutiny and doubt.

In our society today, successful  leadership is often connected with infallibility and constant success. These unrealistic standards create a disconnect between the public image of a leader and their own experience, which can lead to feelings of inadequacy. In fact, it’s this very expectation by others that contributes to this condition.

Without delving too far into psychology, for which I am super ill qualified, early life experiences, such as a lack of positive reinforcement or excessively high parental expectations, can contribute to the development of imposter syndrome. Personality traits like perfectionism and high conscientiousness, common among leaders, can also play a significant role. I know, because these are things I have constantly battled with.

Women and minority leaders are particularly susceptible to imposter syndrome due to additional pressures and biases. They often face stereotypes and higher scrutiny, which can amplify feelings of not belonging or being unworthy of their positions. They are constantly criticized, not always to their faces, but are made to feel they have been put in their position because of their race, culture or sex.

How Does It Impact a Leader?

They may second-guess their decisions, leading to indecisiveness or over-cautiousness. This can hinder innovation and agility, both crucial components of successful leadership.

Persistent self-doubt can undermine a leaders confidence, making it challenging to inspire and motivate their team. Leaders struggling with imposter syndrome might also avoid taking necessary risks, stifling organizational growth. Why invite even more potential criticism?

The negative effects of imposter syndrome extend to the organization. Teams led by insecure leaders may experience lower morale, decreased productivity, and higher turnover rates. Additionally, a leaders inability to acknowledge their strengths can prevent them from effectively leveraging their skills and talents.

Prominent CEOs like Howard Schultz of Starbucks and Sheryl Sandberg of Facebook have publicly acknowledged their battles with imposter syndrome. Their stories highlight how pervasive and challenging this issue can be, even for highly successful individuals.

How Can We Overcome It?

Leaders must first recognize and acknowledge their feelings of inadequacy. Practicing self-compassion involves treating oneself with kindness and understanding, especially in the face of mistakes or setbacks.

Building a network of mentors and peers or even just close friends, who can provide support and constructive feedback is crucial. I am so blessed that I have that and I think the growth of Mastermind groups such as Vistage and many others demonstrates the need. Mentors can offer perspective, share their own experiences and reinforce individuals sense of competence and value.

Leaders can also benefit from techniques that enhance self-confidence, such as setting and celebrating small, achievable goals. Reflecting on past successes and keeping a record of accomplishments can also help counteract negative self-perceptions.

Although not a popular idea perhaps, but seeking professional coaching or therapy can be immensely beneficial. Coaches can help leaders develop strategies to manage self-doubt, while therapists can address underlying psychological issues contributing to imposter syndrome.

One of the reasons many leaders have been so successful is their thirst for knowledge and learning new things. Engaging in continuous professional development can bolster a leaders confidence in their abilities, and they should be encouraged to continue this practice. This might involve further education, skills training, or simply staying updated with industry trends and knowledge.

Imposter syndrome is a significant issue among leaders at all levels, and has been seen, 70% admit to experiencing it. The pressures and expectations of leadership, combined with our ever critical society, media scrutiny and personal factors, contribute to this pervasive phenomenon.

Addressing imposter syndrome is essential for maintaining effective leadership and ensuring organizational success. By recognizing and managing these feelings, seeking support, and implementing practical strategies, leaders can overcome imposter syndrome and lead with greater confidence and authenticity.

Leaders who proactively address this issue not only enhance their own well-being but also foster a more positive and productive organizational culture. For someone that has experienced this and has addressed it, I wish you luck - you can overcome it, but the biggest step is recognizing it.

Peter M. Beaumont is a Leadership & Organisation Accelerator as well as a Leadership Partner with Success Authorities. My business operates as Beaumont Leadership Consulting. You can reach me at Peter@BeaumontLeadership.com

I am also the author of the book The Relationship Roadmap, a comprehensive guide to building relationships with strategic clients.