New CEOs and Imposter Syndrome
Over the last few months, I have been coaching David, a new CEO at a large European IT company, who has recognised that he is suffering from ‘Imposter Syndrome’. This is affecting his ability to make the brave and strategic decisions he describes from his previous roles.
Imposter Syndrome is defined as: ‘a psychological pattern where individuals doubt their accomplishments and have a persistent fear of being exposed as a fraud, despite evidence of their success’. In my experience, it is particularly common among executives as they take what they perceive as a significant step up into the C-Suite.
The research talks of different ‘personas’ who display this syndrome, and I can think of CEOs I have coached who have displayed elements of each of these: ‘The Soloist’ who believes that asking for help is a sign of failure; ‘The Expert’ who believes that they must display expertise in every element of the business; and ‘The Perfectionist’ whose perfectionist trait makes them think that they are not as good as everyone else thinks they are.
Imposter Syndrome is defined as: ‘a psychological pattern where individuals doubt their accomplishments and have a persistent fear of being exposed as a fraud, despite evidence of their success’.
As with many coaching discussions, I am encouraging David to start to understand his beliefs – the foundations that impact his attitudes and behaviours. David has a belief that this role is totally different to any he has done before, but when challenged, he accepts that all his previous experience has prepared him for this. He also believes that he must be fully expert and experienced in every element of the CEO role. I work with a loose framework of critical experiences for the CEO role and know of no CEO, at any point in their tenure, who is truly an expert in them all, and very few who are experienced in the first six months of the role! David also believes that, as the CEO, he cannot ask for advice or help from the functional experts who work for him. When he voiced this belief to me, he stopped himself and said, ‘Wow, I can believe I just said that – it’s ridiculous’. The power of coaching!
Over the coming months, we will identify other examples of dysfunctional thoughts and behaviours, and work through the beliefs that underpin them. David is already getting benefit from both having ‘named’ the issue (many people find that talking about their irrational fears is enough – mostly because they can coach themselves once they hear their fears described in their own voice). He will also recognise the cues that either act as a barrier or a springboard to him carrying out the habits that have made him successful in previous roles.
Whilst I am wary of the modern fashion to label everything a ‘syndrome’, I do think that in the onboarding of every senior executive, the power of their beliefs cannot be understated. Whilst we spend a great deal of time focused on training competency, understanding the beliefs that hold us back, or conversely, power us forward, demonstrates the value of coaching for David and all new senior leaders.
Are you stepping into a senior leadership role and facing self-doubt? Coaching can help you uncover the beliefs holding you back—and unlock the confidence to lead boldly. Get in touch to start the conversation.
