In executive coaching, as we peel back the layers of the onion with a client, we often discover that one of those layers is linked to what has been coined ‘imposter syndrome’ — the fear of being ‘found out’ or not being good enough to do the job.
In a world where the list of capabilities expected of executives seems endless — self-confident, self-assured and fearless, yet not arrogant, self-satisfied or reckless — it’s enough to drive anyone to distraction. Trying to meet your own expectations while also living up to everyone else’s can feel impossible.
The fear of being exposed as a fraud or incompetent is often heightened during periods of intense pressure. Perhaps there have been several high-profile departures or significant redundancies. Maybe financial performance is under scrutiny and there seems to be less tolerance for mistakes. Or perhaps there’s a new chief in town and everyone is trying to work out the lay of the land and make a good impression.
These external factors can amplify insecurities that may already exist, but they are rarely the root cause. The pressure itself doesn’t create the fear; it simply shines a brighter light on it.
Those who struggle with imposter syndrome — and, let’s face it, most of us experience it to some degree — often find it difficult to fully recognise and accept their own competence, achievements and positive impact. Many are highly capable and successful, yet are plagued by nagging doubts driven by perfectionism, unrealistic standards or a lack of perspective.
But let’s take the conversation a step further. What about the cultures in which we expect executives to operate? Many organisations place leaders under relentless pressure and maintain expectations that are, at times, unrealistic.
Executives are paid to navigate pressure and uncertainty, but there is surely a balance to be struck. What we really want from leaders is for them to bring their wisdom, experience and insight to bear — not to spend their working lives constantly on the back foot. Why has a high-pressure environment become such an accepted part of the package?
Fear serves a purpose when we face genuine threats and need to act quickly. Thankfully, most of us are not facing bears or tigers waiting to pounce. We might argue that losing a job feels equivalent, but even that comparison doesn’t quite hold up.
One powerful coaching question is: “What’s the worst that can happen?”
It invites us to step back, imagine the scenario and examine it in the cold light of day. What if, by some small chance, you make a mistake? What if you need to ask for help because you genuinely don’t know the answer?
These situations are not life-threatening. In fact, they can be life-enhancing. Learning from mistakes and asking for help are powerful ways to build constructive, high-quality cultures where trust, learning and creativity can thrive.
Ultimately, understanding the roots of our fears is our own responsibility, and coaching can be a valuable support in that process. Equally, creating a culture where those unfounded fears cannot take up residence is the responsibility of every leader. It requires a conscious commitment to building healthy, psychologically safe environments where people can contribute, learn and grow without fear.