Leadership - Managing Imposter Syndrome

When a person is anointed to leadership positions after the initial euphoria comes a fear of failure and inadequacy. This sense may prevail long after the new responsibility is taken up. This can happen due to various reasons, such as increased responsibilities, higher expectations by others, self-imposed higher expectations, initial failures on a few deliverables, and the pressure to deliver results moving forward.

Elevation to a new role gives an opportunity to take fresh guard and a chance to reflect on skills and preparedness of self and team. In the process, one may become acutely aware of the gaps in a few success criteria, which can be disheartening. If the new leaders encounter a few initial failures there is a great chance of becoming a victim of imposter syndrome i.e. development of self-doubt about being the right person for the role and doubt about the ability to deliver on the expectations.

The following pointers can reinstall the self-confidence of the leader while dealing with imposter syndrome.

a. Leadership selection: In an ideal situation, the selection of leaders takes into account their strengths and weaknesses. The selection committee thoroughly assesses the capabilities and potential of the candidate to perform in the new role. It is like a stamp of confidence that says there is a high likelihood of success, and any initial hiccups are accounted for.

b. Current capabilities: It's essential for new leaders to recognize that their current capabilities are largely adequate for their new role. While they may identify areas for improvement and growth, it's important to acknowledge their existing skills, experiences, and accomplishments. This acknowledgment can help boost their confidence and provide a sense of reassurance.

c. Self-transformation journey: Leadership development is a continuous journey that occurs over time. While it's natural to desire growth and improvement, new leaders should avoid putting excessive pressure on themselves for an immediate and drastic transformation. Instead, they can focus on incremental progress and continuous learning, allowing their leadership skills to evolve organically.

d. Delegation: A new leadership role often provides an opportunity to delegate tasks more meaningfully. Recognizing that not everything needs to be done by the leader personally is crucial. Delegating responsibilities to capable team members not only frees up the leader's time but also empowers others, promotes skill development, and allows for a more efficient and collaborative work environment.

In addition to these points, it can be helpful for new leaders to seek support and guidance from mentors, peers, or coaches who can provide advice and perspective. Engaging in open communication with team members, setting realistic expectations, and celebrating small wins along the way can also contribute to building confidence and overcoming imposter syndrome. What is need to be noted is there is no need for keen jerk reactions such as attempts to change their natural communication and behavior (becoming more or less aggressive) etc. Remember, leadership is a continuous learning process, and it's important to embrace the challenges and opportunities that come with it while remaining true to oneself and adapting to new circumstances.