Perfectionism, fear and people-pleasing: Beating imposter syndrome as a C-suite executive

Being at the helm of a company can be a challenge on many levels, especially for C-suite executives who may also experience imposter syndrome.

Imposter syndrome can affect individuals at any level within a company. However, at the C-suite, executives might feel unqualified and incapable despite their success. Subsequently, this will have a significant impact on confidence, leading to challenges in leadership.

Expanding on its implications on LinkedIn, Non-Executive Director and Executive Mentor Nadia Pace writes that imposter syndrome is particularly relevant for C-level executives because of the unique pressures that they face.

“These leaders are constantly under scrutiny – from their boards, colleagues, clients, and other stakeholders. Unlike other roles, they often lack peers within the organisation with whom they can share their insecurities, leading to a sense of loneliness,” she said.

She noted that a crucial aspect of the syndrome in leadership is the internal conflict it generates. The lack of confidence would then translate into the inability to make decisions, procrastination and a ‘decide not to decide’ mentality, “which are detrimental to organisational health.”

She recognises that imposter syndrome manifests itself in various ways but the most prevalent are:

1 ) Perfectionism: When aiming for unattainable standard, often fuelled by a fear of failure.

2 ) Fear of inadequacy: When one thinks they lack knowledge or skills required for the role, despite the contrary.

3 ) People-pleasing: When one feels the need to be liked by everyone, consequently leading to poor decision-making and lack of leadership authority.

“These symptoms can contribute to a toxic cycle where leaders become overly cautious, avoid taking risks, and fail to delegate effectively,” she remarked.

But how does one beat these symptoms?

Ms Pace remarked that while the syndrome is a common challenge, it does not have to be a career-limiting condition, and so lists various ways to beat it.

First off, she highlighted self-reflection as an important means to question the executive’s internal dialogue. By questioning negative self-narratives, executives can shift their focus from perceived failures to actual achievements.

“It’s essential to recognise that imposter syndrome is a feeling, not a fact. By reframing negative thoughts, leaders can reduce the emotional impact of these feelings,” she continued.

Additionally, she added that this might involve mentoring, “where trusted individuals help to reframe negative thoughts and encourage a more realistic perspective.” She added that professional support, even in the shape of therapy, can offer a safe space to address deep-seated fears and build lasting resilience.

The next step would be to seek feedback from trusted peers. Ms Pace added that by utilising tools like 360-degree reviews executives can gather a more balanced view of their capabilities.

Nonetheless, she emphasised that feedback should be data-driven and come from individuals who can offer honest, constructive insights.  

Ms Pace shared that one cannot build confidence over night and that it is a gradual process. Therefore, she expressed her belief that leaders should celebrate small victories and daily achievements. These “drip-fed successes” can accumulate and reinforce a positive self-image over time, she noted.

Another measure to fight imposter syndrome is continuous learning.  “By actively enhancing your skills and knowledge, you build confidence in your abilities,” she said.

Finally, she remarked that taking breaks and disconnecting can be crucial. Taking a step back and exercise, meditate, journal or disconnect from social media can help leaders regain their balance and perspective.

Wrapping up her thoughts, Ms Pace shared that taking proactive steps is the goal in tackling imposter syndrome. “Remember, you’ve earned your place at the table – now it’s time to own it,” she concluded.