A recent conversation with a prospective client prompted me to focus this week’s newsletter about a common root cause of many maladaptive leadership behaviors and habits I see in my coachees.
Impostor syndrome is a topic that seems to come up often in my conversations. Not only brand-new leaders, but with more experienced ones also. Because most people know what impostor syndrome is, I’ve chosen to focus a greater portion of this week’s article on the impact of the resulting maladaptive leadership behaviors and habits that leaders develop to cope with their insecurities. When left unchecked, the impact of imposter syndrome can be significant and far reaching within organizations and for the individuals experiencing it. I will also go through ways to work past the internal struggle so that aspiring (and existing) leaders can learn to more confidently lean into their leadership roles.
What is impostor syndrome?
Impostor syndrome is an internal struggle where individuals believe they are not as capable or deserving of their achievements as others perceive them to be. They often attribute their success to external factors such as luck, timing or the help of others, rather than acknowledging their own skills and abilities. Impostor syndrome can also involve dismissing one's own accomplishments and downplaying their significance. Even when faced with evidence of their competence and achievements, individuals experiencing impostor syndrome tend to feel that they are simply "getting by" or that they are not qualified for the positions or accolades they have received, leading to persistent feelings of inadequacy.
How the internal “impostor thoughts” of leaders manifest outwardly within the workplace
Some believe that impostor syndrome is something that goes away with experience and that it’s experienced solely by new or new-ish leaders. This simply isn’t true. Research on the subject found that approximately 80% of CEOs and 82% of Director-level leaders experience impostor syndrome.
To mask their insecurities and gain a perceived sense of control, a leader with impostor thoughts will typically learn to adapt by instilling some habits that will steer the individual away from tasks that trigger their insecurities and discomfort, which also means avoiding or putting off certain aspects of their leadership responsibilities.
Regardless of the leader’s rank or level of experience, impostor syndrome can manifest in behaviors such as:
struggling shifting their focus, time and effort from transactional-type work to more management-related issues.
doing all the work and struggle delegating;
micro-managing;
constantly doubting their decisions;
second-guessing their strategies;
setting excessively high standards for themselves and others,
striving for perfection in their work;
becoming overly critical of any perceived mistakes or shortcomings;
constantly moving goalposts;
avoiding the initiation of any type of strategic planning work.
Why is impostor syndrome worth addressing?
The behaviors mentioned above are a small sample of how the impact impostor syndrome is rarely limited to the leaders experiencing the impostor thoughts. When leaders doubt themselves, it can create an environment of uncertainty and insecurity (i.e., lower the psychological safety within a team). Numerous studies and surveys have highlighted the negative consequences associated with leadership insecurity and impostor syndrome.
Here are some examples of the impact of insecure leadership within the workplace:
Decreased Employee Engagement: Insecure leaders often struggle with decision-making and seeking input from their team members. This can lead to decreased employee engagement.
Reduced Team Performance: Insecure leaders may be reluctant to delegate authority and empower their team members fully. This can limit opportunities for growth, innovation, and collaboration within the team, ultimately impacting overall performance.
Increased Turnover Rates: Insecure leadership can create an atmosphere of uncertainty and instability, leading to higher turnover rates. Employees who feel unsupported, undervalued, or lacking growth opportunities may seek new employment elsewhere.
Impaired Organizational Culture: Insecure leaders often struggle to foster an inclusive and supportive organizational culture. When leaders doubt their own abilities, it can create an environment where employees feel undervalued and unsupported. In contrast, organizations with confident and authentic leaders tend to promote a positive culture that values open communication, trust, and collaboration.
Missed Opportunities for Innovation: Insecure leaders may hesitate to take risks or explore new ideas due to their fear of failure or being exposed as incompetent. This can result in missed opportunities for innovation and growth. Research conducted by the Center for Creative Leadership suggests that impostor feelings can hinder leaders' ability to think creatively and take calculated risks.
By acknowledging and addressing impostor syndrome, leaders can better foster an atmosphere of trust, authenticity, and empowerment, enabling their teams to thrive.
But it’s not just about the impact on the organization. Impostor syndrome can be a huge limiting factor on the individual’s level of career satisfaction and success:
Limits career growth out of fear of being promoted to yet another level of incompetence;
Limits income growth because they’re too afraid of taking the next career step.
Leads to crippling perfectionism: they hold themselves to such unrealistic expectations that they overthink, over prepare and over work.
Induces or amplifies feelings of inadequacy because of the 3 previous points.
Leads to missed opportunities because they give up at the first sign of a struggle. They think to themselves, “If I was smart enough, this would be easy.” They give up or don’t even try because they expect to fail.
Leads to overwhelm because they won't ask for help out of fear of looking incompetent.
According to Dr Valerie Young, a leading expert on impostor syndrome, the only difference between someone who experiences impostor syndrome and someone who doesn’t is their mindset. For example, a person who has impostor moments and tends to fear making mistakes. In contrast, an individual who experiences little to no impostor thoughts tends to be open to the idea of making mistakes. Dr Young says in no way is the experience of impostor syndrome a reflection of one’s level of intelligence, ability or potential. Rather, it’s one’s interpretation of their feelings that they then translate into a negative thought-cycle, which leads to insecurity.
So how does a leader move forward while experiencing impostor thoughts?
It’s important to point out how talking about it and normalizing the concept can take away some of the anxiety or shame around the experience of impostor “moments”.
One strategy is to embrace authenticity as a leader. To overcome impostor syndrome and become a better leader, it is essential to recognize that being yourself does not negate your ability to lead; it enhances it. Authenticity builds trust and allows others to connect with you on a deeper level. When you show vulnerability and acknowledge your imperfections, it humanizes your leadership, making you relatable and approachable.
A leader with impostor thoughts can also work on reframing their thoughts. Instead of dwelling on self-doubt, focus on your strengths, achievements, and the value you bring to your role. Surround yourself with a support network of mentors, peers, or coaches who can provide guidance and reassurance. Remember, you were chosen for your leadership position for a reason, and your unique perspective and skills are valuable assets.
Dr Young also recommends taking a step back and looking at the bigger picture. It is absolutely normal to experience heightened emotions in certain situations. She explains that your body’s physiological response to excitement and short-term stress is the same. Rather than associate negative thoughts with all the feelings that come with this physiological response, choose the more positive thoughts. For example, rather than say “I’m so nervous. This is terrifying!”, reframe by saying “I’m so nervous. This is exciting!” With time, your brain will start believing the thoughts you let it think. You have the power to choose how to interpret the “feels”.
Having a structured schedule in place to ensure you create space for all your leadership responsibilities (including a block to address things that inevitably come up) can go a long way to setting you up for success. Knowing you have a plan to tackle everything you need to address not only gives you a greater sense of control and peace of mind, but it also creates a constancy within the team which contributes to psychological safety.
Individuals may never eliminate the impostor thoughts, though those who learn to navigate them with time and practice tend to more confidently step into their leadership roles and learn to co-exist (and even turn down the noise) of the anxiety that naturally occurs when leading.
If you are still looking to further improve your leadership skills, let me recommend starting with an affordable course:
→ The New Leader’s Survival Guide: Time Management
→ Stand Out From The Rest: Communicate Like An Effective Leader
2. If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go.