Today, we’re diving into an often-overlooked topic that can significantly impact our mindset, innovation, and growth.

Have you ever questioned why you were given an important project or promotion? Have you thought that you weren’t qualified to take on something new? Do you sometimes hear a voice inside your head telling you not to get too far over your skis or stay in your lane? Take heart; you’re not alone. Most leaders, executives, and entrepreneurs I speak with have these thoughts frequently.

From my own experiences and conversations with others, it’s clear that many of us tend to doubt our capabilities, listen to our negative voices, and hold ourselves back. This problem affects both men and women at different stages of their career journeys. It’s a struggle that many of us face as we climb the ladder of success.

What is Imposter Syndrome

Let’s delve into imposter syndrome, one of the ‘three saboteurs,’ including negative self-talk and limiting beliefs that can hinder our progress. It’s more pervasive than you might think, affecting managers, executives, and entrepreneurs alike. Today, we’ll cover imposter syndrome, how it impacts us as leaders, and how it might hold us back. But here’s the empowering part: understanding imposter syndrome is not always bad. It can provide a nuanced understanding of this phenomenon, equipping us to manage its impact and use it to our advantage in the long run.

If you Google imposter syndrome, you’ll get pages of links from a variety of sources and experts explaining what it is and why it happens. You can also find dozens of YouTube videos and TED talks on this hot topic. For our purposes, let’s call imposter syndrome that creeping feeling of doubt in ourselves and our abilities that makes us question whether we deserve our achievements for fear of being exposed as a fraud. At least, that’s how it’s made me and others I work with feel.

Understanding the Good and the Bad of Imposter Syndrome

People say that they ask themselves questions such as, “Why me?’, or “Do I really deserve to be here?” or “How can I possibly succeed in this project, job, or company?” or “What if they find out that I don’t know what to do?” For some, it can be crippling, holding them back from opportunities to showcase their talents, develop their leadership potential, and careers. Perfectionism and the pressure to excel can lead to a fear of failure and an inability to internalize success properly. Cultural and gender stereotypes can further exacerbate these feelings, creating an environment where individuals feel they must continually improve their worth.

At the same time, imposter syndrome can help us be more humble, curious, and open to learning. Some of the most successful leaders I know have said it helped them develop high standards of excellence for self-improvement, foster safe working environments, and build resilience by overcoming their imagined fears. Leaders with imposter syndrome often remain humble despite their achievements. They know their limitations and are less likely to become overconfident or arrogant. Experiencing self-doubt can make leaders more empathetic towards struggling others. They are more likely to coach and support their team members. If imposter syndrome is confidence lagging confidence, the opposite, competence lagging confidence, can be much worse for critical stakeholders.

Implications of Imposter Syndrome

The impact of imposter syndrome on leadership effectiveness can be profound. Leaders who doubt their capabilities may need help with decision-making, often second-guessing their choices. This can lead to a lack of confidence, affecting team morale and productivity. Over time, the stress and anxiety associated with imposter syndrome can lead to burnout, diminishing a leader’s ability to perform effectively.

Strategies to Overcome Imposter Syndrome

Like most challenges in life, admission is the first step toward absolution. It is recognizing that what you are feeling is normal and experienced by most people. Challenging irrational thoughts and asking yourself what the evidence is can be effective. Curating a list of your ongoing accomplishments to review when opportunities arise and self-doubt creeps in to help remind you why you’re a good choice. Getting a mentor or coach to help provide external validation and constructive feedback can help us see our worth more objectively. Sometimes, we need an external view to balance our more limiting internal view of our capabilities. Another great strategy is to focus on your strengths and talents as sources of confidence. For example, I may not know everything I need about this job now. Still, I have a demonstrated ability to learn quickly. Or I may not be able to see the endgame with this challenge. Still, I’m highly skilled at managing complex projects and can apply fundamental principles.

While imposter syndrome can be a debilitating leadership issue, there is some upside—humility, curiosity, and empathy that can help us continue to grow and develop as leaders. George Addair said, “Everything you’ve ever wanted is sitting on the other side of fear.” I believe we would be well served to confront the imagined fears we create, liberating us to unlock the better leader inside us.

Next Wednesday, we’ll pick up on this theme by discussing negative self-talk.

In the meantime, stay curious.