Steven Foster is the man who I can call on to give the pep talk. He is the founder of the One Golden Nugget and Mentor to many who choose to share their stories of survival with. I met Steven with the intention to speak about my professional qualifications and how to gauge opportunities around expanding my consultancy. In that valuable 15 minutes of his time, I ended up sharing a very personal experience of surviving a violent assault.
He is someone I am extremely grateful to know.
Imposter syndrome—the nagging feeling that you're not as competent as others perceive you to be—can quietly undermine even the most successful leaders. It creates a persistent fear of being unmasked as a fraud, despite clear evidence of competence.
This psychological phenomenon can be particularly crippling for leaders, who are expected to steer their teams with confidence and vision. For them, the stakes are high: imposter syndrome doesn’t just affect their own growth but can also hinder their ability to manage and inspire effectively.
Leaders are often prone to imposter syndrome because the qualities that make someone a good leader—like empathy, conscientiousness, and self-awareness—can also make them doubt themselves. They tend to scrutinize their own performance and focus on even the smallest shortcomings, which can spiral into a cycle of destructive self-criticism. The irony is that the very act of questioning their adequacy can prevent leaders from taking bold steps that could lead to innovation and growth. They might overwork themselves, shy away from taking necessary risks, or struggle with delegation—all of which can stifle both their personal development and the progress of their teams.
So, how does one combat these waves of self-doubt? A strong support network is crucial. It’s important for leaders to surround themselves with champions—peers, mentors, or confidants who provide encouragement and act as a voice of reason during moments of self-questioning. These individuals help ground leaders by offering objective feedback and reminding them of their past achievements and future potential. They serve as mirrors reflecting back the capabilities and strengths that the leaders themselves might temporarily lose sight of.
Moreover, by fostering a culture where it's safe to talk about one's vulnerabilities and failures without judgment, leaders can help normalize these feelings across the organization. Sharing personal experiences with imposter syndrome can make it easier for others to open up and seek support. It also helps to cultivate an environment where recognition and constructive feedback are part of the everyday fabric of the workplace. Celebrating both big and small wins, and providing regular, constructive feedback helps everyone see the real and positive impact of their work, countering any impostor feelings.
When choosing people for your support network, opt for those who are not only supportive but can also offer honest, constructive criticism. They should challenge your negative beliefs and help you view challenges from different perspectives. Look for individuals who are insightful and empathetic, possibly those who have themselves navigated through similar feelings of inadequacy.
Diversifying this support network can also provide a broader range of insights and advice, enriching your ability to cope with and eventually conquer imposter syndrome. Having a variety of voices and perspectives can help tailor feedback and encouragement to suit various situations you might encounter.
Leaders grappling with imposter syndrome should remember they are not alone. By leaning on the right people—those who uplift you and provide rational perspectives—you can alleviate the burden of imposter syndrome. This support, combined with a proactive approach to building a nurturing organizational culture, can empower you to lead with more assurance, fostering your growth and enabling your team to thrive alongside you.