“Suffering” from Imposter Syndrome? Hire an Executive Coach
by David Casullo author of Leading the High-Energy Culture: What the Best CEOs Do to Create an Atmosphere Where Employees Flourish
Jenna had ascended to a high-level executive communications role in the office of the CEO for a global Fortune 50 company focused on the field of renewable energy. She was in line to potentially earn the Head of Public Relations even though she was not an engineer by education, like most of the other executives at her level and higher. In her current role, and although she was considered young for her level of responsibility, she was often invited by the CEO to most all the important strategic meetings on his calendar.
While in those meetings, she put on the face of confidence, always well-prepared to impart her insights if asked, particularly when the presenting need fell into the realm of public relations. And, as her inclusion continued, she felt a growing understanding of where and how her insights could be valuable even outside of PR, but she was reluctant to offer them in this setting.
I had the privilege of being her executive coach because the organization wisely saw her talents as worthy of a future executive leader in the company. This Fortune 50 company had a very robust selection process for emerging leaders and a rigorous methodology for growing them into their potential that included, at its core, an executive coach.
During the assessment phase of the coaching project, which includes formal assessments as well as dynamic inquiry, a dialogic process to reveal deeply seeded events or beliefs from one’s past experiences, it was very clear that Jenna was “afflicted” with something commonly referred to as “Imposter Syndrome.”
Imposter syndrome is the persistent feeling of self-doubt and inadequacy, despite evident success or competence. People experiencing imposter syndrome often attribute their accomplishments to luck or external factors, rather than their skills or efforts. This can lead to anxiety, fear of being “exposed” as a fraud, and reluctance to pursue new opportunities.
There are a few common traits associated with imposter syndrome
- Perfectionism: Setting unrealistically high standards and feeling like anything less than perfect is a failure.
- Overwork: Feeling the need to work harder to prove oneself.
- Fear of failure: Avoiding new challenges out of fear of being exposed as inadequate.
- Discounting achievements: Believing that success is due to external factors rather than personal effort or talent.
- Comparison: Frequently comparing oneself to others and feeling inferior.
Imposter syndrome can affect anyone, from students to high-level professionals, and is often linked to high-achieving individuals like Jenna. It can be particularly prevalent in fields where competition is intense, or where there’s pressure to perform at a high level.
Coping strategies include:
- Recognizing and challenging negative thoughts: Acknowledge that self-doubt is natural but not always accurate.
- Sharing experiences: Talking to trusted friends, mentors, or colleagues can provide perspective and support.
- Reframing thoughts: Focus on your accomplishments, skills, and progress, rather than dwelling on perceived shortcomings.
- Self-compassion: Being more kind to yourself and allowing room for growth and learning.
As an executive coach, I had coached over 30 executive leaders by this time and almost 40% were women in high level executive roles at large public companies like Jenna’s. Interestingly, 17% of these were international.
As a result of this experience, I learned it’s possible that imposter syndrome can sometimes be used as a crutch, giving those who are unwilling to live up to their talents the “right” to excuse themselves for falling short, if or when they do, by attributing it to this syndrome. This was true for many of the international women leaders as well.
You may say, “wow Dave you raise an intriguing perspective, but imposter syndrome has been proven to be a real thing.”
So, I began my research. Never one to unwittingly impose my biases on a coaching client, the relationship and setting and responsibility is too sacred for that, I wanted to see if my non-traditional realization could be fact.
Through my research I found that imposter syndrome can indeed act as a kind of “crutch” in certain situations. When someone attributes their struggles to imposter syndrome, it can sometimes serve to rationalize not fully stepping into their potential, allowing them to avoid the discomfort of growth or taking on greater responsibility.
Here’s how this dynamic might work:
- Emotional Safety: Acknowledging imposter syndrome can provide a sense of emotional safety by allowing people to avoid the anxiety that comes with high expectations. By attributing self-doubt to this syndrome, they may feel justified in playing small or avoiding challenges.
- Lowering Standards: It can serve as a mechanism for lowering personal standards or goals. Instead of pushing through discomfort or fear, it might feel easier to attribute hesitation to imposter syndrome and thus avoid pushing beyond comfort zones.
- Reinforcing Limiting Beliefs: While imposter syndrome is real and challenging, constantly labeling oneself as an imposter can reinforce limiting beliefs and perpetuate a cycle of underachievement. The person may begin to accept self-doubt as an unchangeable part of their identity, rather than something they can overcome.
- Social Validation: In some environments, particularly in high-achieving circles, openly admitting to imposter syndrome might even bring a degree of empathy or camaraderie. However, this can also enable people to stay stuck if the conversation revolves around shared insecurities rather than action and growth.
It’s important to differentiate between genuine self-doubt and using that self-doubt as an excuse. For some people, imposter syndrome is paralyzing, and they may not have the tools or support to overcome it. But for others, it might indeed become a way to justify inaction, whether consciously or unconsciously.
At the heart of this issue is the tension between recognizing real challenges and using those challenges as reasons not to pursue personal or professional growth. A key leadership coaching approach might involve helping people to acknowledge their feelings but also challenge them to step up and act despite their doubts.
So, in Jenna’s case and because we had created a foundation of trust so deep that it allowed me to challenge her in ways that may otherwise be perceived as insulting, I suggested that her imposter syndrome could be a “crutch”. I think the thing that hit hardest was when I made this statement, “So, all the people that have supported your rise in this organization over the years (she had been there 16 years) have been fooled. And those that are now putting you in situations where they expect you will contribute are themselves fools. Is this what you’re suggesting?” Because sooner or later one of them is going to burst through your door and shout, “We’re onto you! Get out.” She smiled. After contemplation, she quietly stated, “That makes it sound a bit ridiculous, huh?” I think so.
In one of her most famous Ted Talks, Brene Brown speaks about “showing up” with courage and vulnerability. And she goes one step further, when you do, you are assured of one thing and one thing only, “You will get your ass kicked.” https://www.youtube.com/watch?v=tI7dAgNhCZo
We are all endowed with certain gifts. When we show up and have the courage to use these unique blessings, we give others a chance to grow but we also become vulnerable. At what cost? Hiding behind your fears deprives others of your gift. For organizations, like Jenna’s, this is a lost opportunity cost. Worse, for the generation my grandchildren are in, they lose the right to benefit from your wisdom. And that’s a tragedy.
The world needs what you are uniquely positioned to give. Imposter syndrome, fear or whatever it is, if you are in a position of leadership – and that includes your role in your family – find the courage to see your way through it.
Or hire a coach.
