A majority of CEOs and top corporate executives acknowledge suffering from Imposter Syndrome!
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
??Understanding your people is key to comprehending the driving forces behind your business.
?? Imposter Syndrome is a widespread phenomenon, with a significant portion of individuals experiencing feelings of being overwhelmed and doubting their capabilities.
?? Women are more likely to experience imposter feelings than men, with 45% of women compared to 38% of men reporting such feelings.
?? There is a significant geographic divide as well, with a higher number of individuals from India and the US grappling with imposter syndrome compared to their counterparts in the UK, Brazil, and Australia, according to a new interesting research published by 光辉国际 using data ?? from 10,000 professionals at all levels,?from entry-level to CEO, in six markets: USA, UK, Brazil, Middle East, Australia, and India.
?What is Imposter Syndrome?
?? This phenomenon was first identified and named by clinical psychologists Pauline Rose Clance and Suzanne Imes in 1978.
Researchers defined Imposter syndrome as a feelings of anxiety and an internal lack of acknowledgment of success, despite evident high performance by external, objective standards. Individuals with this condition frequently feel like an impostor or a phony, leading them to doubt their own abilities.
While imposter syndrome was initially identified in professional women, subsequent research indicates that both men and women are equally susceptible to this phenomenon.
?Majority of Top corporate executives have Imposter syndrome
Researchers have surprisingly discovered that those most affected by imposter syndrome are at the apex of the corporate hierarchy.
?? Over 70% of American CEOs acknowledge experiencing imposter syndrome.
?? The findings indicate that companies may not be allocating resources to appropriate leadership coaching and training, or they might be advancing individuals to higher positions without equipping them with the necessary tools for success.
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?Aligning employee compensation with their skill sets
Researchers have observed that approximately half of today's employees feel their salary and benefits are commensurate with their skill sets.
Interestingly, 8% of individuals believe they are being paid more than their skills warrant, and it is precisely these individuals who often experience Imposter Syndrome.
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The escalation of imposter syndrome at the upper echelons of corporate hierarchy is a notable discovery in Korn Ferry's recent research. Addressing this issue necessitates the implementation of leadership coaching and executive training, which should then cascade to every level within the organization, as the study has shown that it impacts more than half of all job tiers. Leaders must remember that comprehending their workforce is key to understanding the driving forces behind their business.
Thank you ?? 光辉国际 and Cornell University ILR School researchers team for these insightful findings: Ariel Avgar Gary Burnison Linda Hyman
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Executive Team Offsite Specialist | CEO Coach | Author of Step Up or Step Out | Host of Leadership Conversations Podcast
4 个月I would add to this but I’m not sure I have anything of worth to add? Jokes, but in all seriousness when I’ve coached the most successful leaders I’m always shocked this is a narrative in most brains! Thanks for sharing Nicolas BEHBAHANI. What about you? Is this something you’ve wrestled with and how have you overcome it?
Lead Contracts Advisor at aramco
4 个月The term reflects an internal sentiment/experience majority of workers at different levels can encounter in their learning/development journey. When we leave the familiar ??- and encounter exploration zone, testing zone, adjustment zone until we learn the steps, the rhymes ??— and sync to the teams we are responsible for Keeping an open mind that we cannot be experts in every single field or ally we encounter, helps us in this coupled with coaching where transitioning leaders to c-suit can take grips of the ??s , ins-outs — ?? Learning is always joyful when our exploration ?? doesn’t lose focus of our core role to align all levels and enable success (communication & connection remains vital ?? to succeed as teams) Thanks for the interesting share ??
Human Resource Professional | MBA | Coporate Recruiting Professional- ASA | Ex-Wirtgen Group,A John Deere Company
4 个月I find this research on Imposter Syndrome both enlightening and thought-provoking. Organizations should adopt a comprehensive approach to address Imposter Syndrome, focusing on both systemic interventions and individual-level support. Leaders can model vulnerability by sharing their own experiences with Imposter Syndrome, fostering a culture of authenticity and openness and reducing the stigma around these feelings. Encouraging employees to practice self-reflection and self-compassion can also help them acknowledge their achievements and understand that self-doubt is normal. Workshops and training on mindfulness and resilience can also be beneficial in this regard. Thank you for sharing this valuable research!
Speaker, Author, Professor, Thought Partner on Human Capability (talent, leadership, organization, HR)
4 个月Nicolas BEHBAHANI Again, fascinating research. The term "imposter syndrome" shines a negative light on individuals who claim knowledge they don't have. It is tricky because to gain new knowledge requires exploring and testing ideas outside of one's comfort zone which some might see as imposter zone. I have often explored ideas outside my historical learning so that I can learn more. I hope I don't claim expertise where it is not (yet) warranted, but I hope that I (and others) are comfortable stretching our learning by exploring new ideas. Thanks again for sharing.
Lead consultant in HR Strategy & Value Management. Enhancing Value through Human Performance. Delivery of Equality, Diversity & Inclusion Training. Lecturer and International Speaker on HRM and Value Management.
4 个月I think that many people at all levels of management can go suffer from imposter syndrome. I sometimes wonder about my own ability, despite many years of experience and some extremely good training. Perhaps it is partly associated with the speed of change in recent years which might result in a lack of confidence in getting to grips with new technology, procedures and processes. It should also be noted that, most certainly in the UK, we have had a number of changes to legislation affecting business that need to be taken onboard - this might also create a feeling of overwhelm. Great post Nicolas BEHBAHANI - thank you for sharing.