Imposter syndrome–reality or myth? An executive coach perspective

In the executive coaching world, the term imposter syndrome is somewhat controversial, as some argue it doesn't accurately capture the experience of high-achieving professionals who feel like imposters despite significant academic and professional achievements. These individuals often believe they've deceived others into overestimating their abilities and they may be in a leadership role that they don't believe they deserve or are capable of.

In today's high-stakes corporate environment, many talented senior executives find themselves grappling with the nagging feeling that they don't quite belong, that they're a fraud, no matter how much evidence there is to the contrary. As an executive coach specialising in leadership development, I've seen firsthand how these feelings can hold high achievers back from reaching their full potential. But here's the good news: imposter syndrome is not a life sentence, and with the right executive coaching strategies, it can be managed and even transformed into a powerful tool for professional growth.

I think we've all had moments of feeling like we don't belong or aren't good enough for the jobs we do or even the lives we lead. Maybe you've caught yourself thinking that someone else deserved your role more than you did. Those feelings are real, and I won't deny them, but before labelling yourself as having imposter syndrome, let's take a step back and explore why you feel this way. Gaining some perspective might just change how you see yourself.

Imposter syndrome isn't a permanent state of being – it's a challenge we can learn to manage and overcome through targeted leadership development approaches.

Jackie Clarke

I want to share my take on this because I believe the whole imposter syndrome narrative can seriously hold people back, even to the point of self-sabotage. I know this because I've been there myself. There were times when I didn't step up for leadership opportunities, even though I wanted to and even when others encouraged me to, because I convinced myself they were just being nice. I thought I wasn't as good as they believed, and that mindset kept me stuck. I let opportunities pass by, which on reflection was more down to my own internal fears than anything else. It was only through a personal life changing event, that eventually freed me from my own self-doubt, forcing me to letting go of my limiting beliefs fear of being seen and step into the light.

What Is Imposter Syndrome? Understanding the executive's dilemma

To really understand what we mean by imposter syndrome, let's first unpack this term imposter. It implies being a fraud, a cheat, or a phoney—pretty harsh words, right? Calling it a "syndrome" also makes it sound like a medical condition, which doesn't quite sit right with me as an executive coach. I'm not here to erase the term from the coaching world, but I do want to offer a different perspective.

When I work with senior executives who describe themselves as imposters, I notice they hold on to that label because it explains why they feel out of place, even when their success and abilities are obvious to everyone else. When I ask these high-performing professionals to pinpoint why they feel like an imposter, it's like they're talking about someone else entirely. I get that because I've felt it too. And it's a very real feeling that manifests itself within the body, so much so that when I ask a client to tell me where they feel it, they can usually point to a place and from their expression, you know it feels very real to them.

I think this is an important conversation, especially as more leaders are opening up about feeling like imposters in both professional and personal development spaces. These feelings can be paralysing, making us question whether we deserve our roles or even the lives we've built. But by exploring the root of these feelings through executive coaching techniques, we might just find a way to move past them.

The origins of Imposter Syndrome: research and reality

To help us understand more about these feelings, it's worth also understanding where "imposter syndrome" as it's recognised, originally came from. The term 'Imposter Phenomenon,' later known as imposter syndrome, was first identified in 1978 by psychologists Pauline Clance and Suzanne Imes through their work with high-achieving women. In their paper, they explored what they described as "the internal experience of intellectual phonies," which they found to be particularly prevalent among this group. At the time, this research brought much-needed attention to the feelings of self-doubt and perceived fraudulence experienced by many, not just those women in the study.

However, it's important to acknowledge the limitations of this study, as it did not account for the impact of systemic factors such as racism, classism, xenophobia, and other biases. The sample group consisted solely of white women, excluding women of colour, individuals from different income levels, and people of diverse professional backgrounds. Men were also excluded, unintentionally framing feelings of inadequacy as a uniquely female issue.

Moreover, the study's focus was on "fixing" the women who felt like imposters, rather than examining the workplace environments that might have contributed to those feelings. This perspective overlooked the potential role of corporate culture, leadership styles, and systemic discrimination. The term "syndrome" further medicalises the experience, echoing historical tendencies to pathologise women's emotions, reminiscent of the outdated concept of "female hysteria."

Labelling oneself or others with imposter syndrome can be problematic because it isolates the issue within the individual, ignoring the broader context of workplace dynamics or for that matter, attachment theory, which in my experience is often a fundamental consideration . It suggests that the solution lies in changing oneself rather than addressing external factors such as biased systems of power and discrimination.

A more nuanced approach involves challenging the way we view self-doubt, which is a natural human experience. It's not about labelling these feelings as a permanent "syndrome" but rather understanding them in context. Moving the conversation forward means recognising that it's not solely an individual's responsibility to change but also about examining workplace cultures, leadership dynamics, and how diversity is valued within professional settings.

By shifting our perspective, we can create a more inclusive conversation that acknowledges both personal experiences and the systemic factors that influence them.

How Imposter Syndrome affects high-achieving leaders

For many leaders and emerging executives, imposter syndrome can be debilitating, often linked to low self-efficacy and doubts about their own abilities to succeed. This persistent fear of being exposed as a "fraud" can lead to:

Self-sabotage: Avoiding opportunities or challenges due to fear of failure, which reinforces feelings of inadequacy and limits career advancement.

Chronic stress: Overworking or striving for perfection to prove worth, leading to burnout and impaired decision-making in senior roles.

Isolation: Hesitancy to seek support or share struggles, resulting in a heightened sense of being alone in the leadership experience.

By understanding the role of self-efficacy in imposter syndrome, leaders can begin to challenge these self-doubts and cultivate a more resilient mindset through professional coaching approaches. A recent study explores the complex relationship between self-efficacy, imposter syndrome, and success across different contexts. It highlights how imposter syndrome influences individuals' perceptions of their abilities and their capability to achieve goals. The study also examines how self-efficacy, a person's belief in their own capabilities, plays a key role in mediating these feelings. Additionally, it investigates the impact of imposter syndrome on behaviours crucial to achievement, such as risk-taking, perseverance and goal-setting.

Overcoming Imposter Syndrome: evidence-based strategies for executives

If you've ever felt like you don't belong or aren't truly deserving of your success, know that you're not alone. Remember, feeling like an imposter is a common experience—even among the most accomplished leaders. What sets successful professionals apart is their ability to acknowledge these feelings, seek support, and use them as a catalyst for growth.

If you're ready to transform self-doubt into a stepping stone for success, consider working with an executive coach. With the right tools and mindset, you can turn what once felt like a liability into a powerful asset on your journey to excellence – because the path to true leadership begins with embracing who you are, imperfections and all.

A dynamic, data-driven approach to overcoming Imposter Syndrome

As an executive coach specialising in leadership development, I address imposter syndrome from both individual and organisational perspectives. Here are proven strategies grounded in practical experience:

Reframe negative self-talk using cognitive behavioural techniques - reshape your internal dialogue to reduce self-doubt. Challenge irrational beliefs and focus on your achievements to shift from "I'm not good enough" to "I've earned my place here." This workplace confidence building technique is fundamental to executive coaching success.

Adopt a growth mindset - psychologist Carol Dweck's research shows that those with a growth mindset achieve greater success than those with a fixed mindset. Originating from her observations in primary schools, her work is now widely applied in business leadership development. Individuals who see challenges as opportunities for growth are more resilient. Embrace mistakes as part of your journey, viewing setbacks as setups for future success.

Practice mindfulness and self-compassion - mindfulness techniques, such as meditation, journaling, and structured breathing exercises, can reduce workplace anxiety and enhance emotional regulation. These practices create mental space to acknowledge your achievements without self-criticism, building professional confidence over time.

Build a supportive network - high-performing professionals who openly discuss imposter feelings with mentors or trusted peers are less likely to be overwhelmed by self-doubt. Building a community that encourages sharing both struggles and successes provides valuable perspective and validation for senior executives.

Leverage professional coaching - an executive coach can help you identify the root causes of imposter feelings and develop actionable strategies to overcome them. Research consistently shows that coaching improves self-confidence, decision-making, and leadership effectiveness amongst high-achieving professionals.

Executive coaching: changing the narrative on Imposter Syndrome

Imposter syndrome isn't a fixed trait or personal failing. Instead, view it as an invitation to examine your work environment, leadership style, and cultural norms that may be influencing these feelings. By addressing both internal narratives and external factors through professional coaching, you pave the way for sustainable personal and professional growth.

Speaking from experience as both an executive coach and someone who learnt to overcome imposter syndrome, I know that shifting your mindset isn't easy, but it's absolutely possible. It requires courage, vulnerability and a willingness to dig deep to explore the roots of your beliefs. But the journey is worth it. On the other side of this struggle lies a more authentic and confident version of yourself, capable of embracing your achievements and enjoying the success you've worked so hard to earn. Always start by taking small steps because they will eventually lead you to where you want to be.

Remember, you're not alone in this journey of leadership development. It's okay to feel uncertain as you grow. What matters most is choosing to move forward despite that doubt. In doing so, you reclaim your power and redefine your own narrative.

Be brave. Be curious. And above all, be kind to yourself.