A senior executive doubts their ability to lead a merger. How can you help them overcome imposter syndrome?

If a senior leader has doubts then I will take the doubts seriously. He/she would not have reached senior levels without ability and performance. Assuming it is imposter syndrome is not wise. However, once we know it is imposter syndrome then it is best to sit down to discuss pas successes. I call this a Success Filter. What successes in the past have helped the leader and can be used as a confidence booster now.

One thing I have found helpful is starting an executive role with a coach already by your side. It is common to feel like an imposter, especially because the key leadership skills and strengths required may be different from those used in previous roles and positions. This, having a coach already by your side means that any early signs of imposter sydrome will be detected soon enough and addressed.

The underlying reasons / assumptions for the cause of concern by the Senior leader needs to be understood in detail . Dissecting each cause of worry and analyzing current steps taken alongwith future corrective action , if needed can be thereby agreed. Dwelling on past achievements of the Senior leader will not help including feeling of imposter syndrome . .......rather constructive guidance on showstoppers / causes of concern basis current situation / project will help all to move ahead .

Start by inventorying your strength areas. Be realistic but also confident as you do this. Aim your contribution around these areas. Then look at your growth areas. Ask why you feel they are growth areas and check whether this is based on data and facts - or just feelings. Growth areas based on feelings alone could be great stretch and growth opportunities. You will make solid contributions and have added more skills and experiences to your career portfolio.

Start with the belief that you will be successful with this merger... Then ask yourself: How would the successful you handle this merger? If needed, consider someone that you highly regard - how would they handle this merger? Then write down some steps. Break it down into SMART goals and milestones that you know you can comfortably manage. Breaking it down will help you in deconstructing the imposter syndrome and create a path for success.

A report by the American Psychological Association (APA) in 2020 found that setting SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals significantly reduces anxiety and enhances performance. This approach is particularly beneficial for individuals experiencing imposter syndrome. Personal Experience: In coaching a senior marketing director tasked with integrating two company brands, we set realistic goals for each phase of the merger. By achieving these targeted objectives, the director gained confidence in their ability to manage the process, alleviating feelings of being an imposter and reinforcing their leadership skills.

Encourage the executive to reflect on their past successes, skills, and experiences that have prepared them for this role. Highlighting their track record of navigating complex situations can help reinforce their competence and leadership capabilities. Work with them to identify negative self-talk and reframe it into more balanced, realistic thoughts. For instance, instead of thinking, "I’m not qualified to lead this merger," shift to, "I have led successful teams and projects in the past, and I have the support and skills to manage this merger effectively."

Set Clear Goals: Help them define clear, achievable objectives for the merger. Breaking down the overarching goal into smaller, manageable steps can make the process feel less overwhelming and instill confidence. Leadership isn’t about having all the answers. It’s about navigating uncertainty with courage and authenticity. Let’s support one another in our journeys and lift each other up!

Who amongst us hasn’t had a moment (or 12) of doubt when taking on new challenges? Almost every leader I know has gotten to their leadership role by trying something new. Sometimes, helping them to remember how they tackled all those new challenges successfully reminds them of the skills they’ve used to overcome doubt. And, reminding them that they’ve surrounded themselves with smart colleagues with a shared goal can help to reinforce their knowledge that there are other perspectives to help them navigate the task at hand.

Without collaboration, mergers will fail. Imposter syndrome, unfortunately, holds leaders back from communicating their needs which is CRITICAL in collaboration. I would coach a leader who is in this spot by encouraging them to be vulnerable and ask questions about things they honestly don't know. This will show humility to those which collaboration is happening and will help the leader learn about the ins and outs of the merger. Vulnerability, honesty, and humility are the best ways to overcome imposter syndrome.

My question for that leader would be "What/who is available to help you?" "Do you want all the credit or are you open to collaborating?" "There's a reason why you've been trusted to lead this merger, why do you think that is?" "What would happen if you trusted yourself to lead this successfully?" "If you were truly an imposter, do you think you would have fooled all of these people? Wouldn't someone have caught onto your act by now?" Once we can reduce it to the ridiculous, we can get creative and lead with service.

Meet with your senior team to identify the key stakeholders and internal champions. This must always include Workforce /HR and key Trade Union leads. Social capital is essential to consider how your decisions will impact on departments and internal and external organisations. Your staff are your most valuable asset so visible open meetings to share communications will be worth their weight in Gold.

Often everyone expects that once a person "makes it" to an executive position, they have reached the pinacle of the "ladder" and other then exuding confidence, they should know everything. Those misconceptions (both from the perspective of the senior executive him/herself and the people above and below them) could lead to catastrophic failures. One way to hedge against the risk of setting someone up for a failure is to foster productive and inspiring collaboration both on a horizontal and vertical levels - all for the benefit of the organization. The senior executive should be put in a position to succeed and he/she will recognize and appreciate the team environment that helps them in that entire process (including the motivational part).

Many leaders experience increased stress and reduced confidence when managing organizational transformations, whether it's a large or small-scale merger. The responsibility for effectively managing the transition falls on senior leaders, and there may seem to be little time to acquire new skills. Executive Coaching can help leaders develop two crucial success factors at the beginning of the transformational journey: self-awareness and a balance of strengths and weaknesses. Insightful talent assessments and an action plan can provide alternative competencies for any lack of skills and help address obvious weaknesses or knowledge gaps.

En mi experiencia profesional he visto que el síndrome del impostor tiene que ver con tres causas: 1. crees que las cosas se han dado demasiado fácil para ti, 2. crees que las cosas se han dado demasiado difícil para ti o 3. intentas hacerlo como lo haría alguien más. Una fusión es indudablemente un proceso que requiere mucha colaboración, comunicación y toma de decisiones a veces complejas. Si eres alto ejecutivo (a) a cargo de esta fusión y en tu mente aparecen los pensamientos intrusivos del impostor te diría que más allá de percibir si el camino fue muy fácil o muy difícil lo cierto es que no estarías a cargo si no fueras capaz hoy. Cree en tu propia capacidad y rodéate de un equipo con las competencias clave que requiere una fusión.

Es muy importante fomentar una cultura organizacional donde se promueva el aprendizaje, en el que los errores y fallas se comuniquen y se busquen soluciones y se documenten los aprendizajes. Cambiar la culpa por asumir la responsabilidad

Embrace Continuous Learning**: Encourage them to seek knowledge about mergers—attending workshops, reading books, or connecting with experts in the field. Knowledge is power, and it can help bridge the gap between fear and competence.

The first condition for embracing learning is to recognize the value of the mistake. If mistakes are socially (or formally) punished, then learning is limited. The most impactful solution is to create a Culture Framework (including its accepted or unaccepted behaviors) that clearly states that "raising the hand" to publicly recognize a mistake (and the lessons learned that come from it) is a symbol of positive leadership.

Overcoming imposter syndrome involves acknowledging your wins, big and small. As an executive coach, I recommend creating a “brag book.” I encourage my clients to use a journal to document successes, positive feedback, and compliments they receive. When doubt creeps in, reading these entries reminds them of their greatness and capabilities. Reflecting on past achievements provides the confidence and courage to tackle present challenges.

Reflecting on past successes is key to overcoming imposter syndrome. I coached an executive who was doubtful about leading a merger. We reviewed her past achievements and strategic decisions that led to success. This reflection helped her recognize her capability to navigate complex challenges. Understanding her historical successes, she gained the confidence to embrace her new role. This empowered her to approach the merger with a renewed belief in her abilities. Reflecting on success helps apply past strengths to current challenges.

It’s so easy to focus only on what we can’t do and the lack of knowledge and the minute we shift focus from lack to abundance, this is where the door to the inner genius is opening! List all the great qualities you have that lead you to where you are now. Remind yourself of all successes and achievements you accomplished up to date. Ask your friends and family members- what greatness you have and watch how slowly but surely that inner reassurance will show up!

This one mostly relies upon trusting yourself. Overcoming imposter syndrome amidst a merger starts with recognizing and valuing past successes. Focus on your track record and the skills that elevated you to this position. Seeking mentorship or executive coaching can provide an external perspective, offering validation and strategies for confidence. Then, include team engagement and open dialogue to share the vision, reducing the weight on your shoulders. Remember, acknowledging vulnerability fosters authenticity and trust, essential leadership qualities. Empowerment comes from preparation and leveraging your existing leadership strengths to steer the merger successfully.

Reflect on Past Successes: Guide them in reflecting on previous accomplishments. Remind them of times when they successfully led teams through challenges. This will reinforce their capabilities and leadership skills.

I've always believed in the power of teams and collaboration, 1 and 1 = 5. Leaders I've worked with benefit from recognising that there is value in exploring ways of doing things, analysing situations and problems and whilst remaining the leader, asking for and accepting and putting into action support from those whose focus is on their success. And a relationship with a coach is special, close to unique. How often in life do we have someone in our corner who is solely (100%) focused on us and our success. Stuart