Nearly three quarters of U.S. CEOs experience imposter syndrome — the fear that they can’t handle their jobs. Those findings from Korn Ferry align with my experience coaching senior executives. CEOs don’t advertise doubt — people depend on them for vision and inspiration — but they feel it.
Self-doubt often follows a major change: leading a growing organization, leaving a job in a way that’s not of your choosing, or experiencing a bad business outcome. It also arises through other challenges, like the growing intensity, complexity, and pressures that are part and parcel of any CEO’s world today. The reality is that self-doubt comes and goes. Whether it’s a negative or a positive force depends entirely on how we manage it.
View self-doubt as a voice, not a truth
Recent MIT research found that “imposter thoughts” can drive people to work harder and perform better under intense pressure. People with imposter syndrome outperformed their less anxious peers, perhaps because those potent feelings helped them view challenges in a more motivating way.
In my prior career as a minister, I was often extremely nervous before Sunday morning talks. Eventually I began to view those uncomfortable feelings not as something negative that I needed to eliminate, but as an old friend to embrace. They fueled me to be more energetic and inspirational. I gave the best talks when I was the most nervous.
Knowing that imposter syndrome is normal and can actually drive performance helps create a more sophisticated, useful relationship with those thoughts and feelings. The key is to be a conscious witness, not a blind believer in the negative voice. Leaning too far into self-doubt can compromise your ability to make data-driven decisions, just as much as overconfidence can. Unmanaged, self-doubt is a liability.
It’s your context, not your capabilities
When the leaders I work with experience imposter syndrome, I remind them, “You’re the same person that you were a year ago when you were thriving. You bring the same capabilities and value to the world. What’s changed is your context.” It’s important for them to shift their thinking from questioning their performance, to understanding the scope of the challenge. I once heard a senior executive advise his direct report: “What we’re doing is exceptionally hard, and we’re doing it fast and at scale. The very best person in the world might get only 40% of this right.”
A few years ago I had to do this for myself. At a high point in my coaching career, the pandemic hit and some key clients left the workplace entirely. Two of the largest companies I worked with also ended their coaching programs. The worst of it was the feeling, “Nobody wants me.” I had to remind myself of what I had achieved, that I was still that person — it was the world around me that had changed.
Reflecting on your past successes, strengths and core values can help you stay grounded in who you are, and provide perspective on the real problem: your new situation. This doesn’t mean you stop challenging yourself to grow; it means taking a clear-eyed view of your internal assets and external challenges.
See leaving as a strategic option, not a failure
Maybe your job isn’t a good fit. But most leaders I know are reluctant to leave tough situations because leaving feels like failing: “I don’t run away from challenges,” they say. “I will only leave if I’m moving towards something I want.” That’s an empowering attitude, but it can also delay healthy change.
To be fair, some of the executives I’ve worked with have changed jobs, only to substitute one difficult situation for another. I don’t blame them for this. Executive roles are exceptionally hard. That’s why most C-level leaders periodically think about leaving.
But others leave a role after years of struggle, and find something much better. Their whole outlook changes and their confidence returns. “I should have done this sooner. I don’t know why I waited so long,” they say.
Still others stay put, knowing that leaving is an option they can choose at any time. This mindset shift can create a feeling of freedom and unlock fresh, positive thinking about their current role.
Let self-doubt prompt high impact action
Any positive changes that make you feel better also help you become more resourceful, which in turn improves your ability to navigate. High ROI moves like prioritizing sleep, delegating more, and creating more “white space” — time to think strategically — generate feelings of agency, an enemy of imposter syndrome. Adding one trusted confidant, such as a peer, coach, or board member you can be fully honest with, can also do wonders.
I’ve heard leaders say, “This isn’t great, but there’s a lot I like here. So I’m working less and focusing more on my personal life.” Boundaries around work or a toxic stakeholder can help, provided you still attend to the demands of your job.
Even if your efforts to regain confidence don’t seem to work, there may be subtle shifts in your job, stakeholders or thinking. One leader told me that after years of struggle, things had finally gotten easier. Some of it was the work he’d done. But also, he said, “I just got used to it.” When you embrace self-doubt as an unavoidable part of CEO life, and manage it well, you gain a powerful ally.