Conquering Imposter Syndrome

Imagine a bustling emergency room. A patient lies motionless, their heart having suddenly stopped. A team springs into action, performing CPR – a rhythmic dance of chest compressions and breaths, a desperate fight to keep blood flowing, to keep hope alive. In the executive suite, a similar silent killer lurks, threatening not physical life but the vitality of leadership: Imposter Syndrome.

Research reveals that many new executives, despite their impressive technical skills and track records, grapple with this internal adversary. The transition from individual contributor to leader demands a shift in focus from IQ to EQ, from tasks to people. The fear of exposure, the nagging doubt of inadequacy, can paralyze even the most accomplished. But just like in the ER, there is a lifeline: a leadership CPR that can revive confidence and foster genuine influence.

State of the Culture: The Lingering Shadow of the Industrial Age

The roots of Imposter Syndrome lie in fear and insecurity, fueled by a potential loss of power or a perceived lack of organizational value. These anxieties often trace back to the remnants of Industrial Age leadership, a time when command-and-control reigned supreme.

The industrial revolution lasted from 1750 to 1930.  This time period came to a screeching halt, marked by the start of a global depression which would last 10 years.  It would not be until the mid 1940s that a new era, known as the Information Age (that which we live in today) would blossom.  

As you may imagine, many of the well established institutions that loom over the skylines of our most prominent cities were built during the industrial age.  Many of the core values still stand today.  These values were based on a less educated society of blue collar workers that provided for their families by applying manual labor in factories, which required very little formal education.  

The term "boss" originated from the Dutch word "baas," meaning "master." It was first used in American English in the 1640s, likely due to the Dutch settlements in New York and New Jersey at the time.  Americans may have preferred the less hierarchical term "boss" over "master," which was more commonly used in British English and associated with slavery.  This term insists there is an individual of authority in title with more knowledge and insight than others and gives orders which cannot be overruled. 

In today's Information Age, where knowledge is democratized and options abound, the 'boss' mentality exists only because of the human tendency to want to dominate other humans. The truth of the matter is that being a “boss” is not only unrealistic, but extremely exhausting.  Why?  Because it is impossible to manage people or coerce them to do anything they do not want to do for long.  Employees are no longer tethered by necessity; they seek leaders who inspire, not intimidate. The servant leader, who focuses on empowering and uplifting their team, is the one who will attract and retain top talent. 

People have far too many options to earn a living that go beyond succumbing to fear and force.  The leader that will win in today’s marketplace and economy will be the servant.  It will be the individual that seeks to provide service as a way to influence others.  The servant is who will attract the best talent, harness the powers to develop a high-performance team, and cultivate confidence needed to overcome the fears of imposter syndrome.

Principal/Universal Law: The Transformative Power of Service

The antidote to Imposter Syndrome lies in the law of servant leadership. This law says that through service, one can come into a deep discovery of identity, purpose, skills, passions, and even the people they serve best.  

Through this process, a confidence is built because wins multiply with the sharpening of skills through repetition.  Through service, one becomes a high-performer and the economy eventually places a demand on the brainpower of the individual.  Like all things in high demand, there is too much for one to fulfill.  This overflow can only be fulfilled through the replication of one’s self.  That’s the role of leadership. As the leader's capacity expands, so does their influence. The focus shifts from serving the public to serving the team, fostering a culture of collaboration and growth.

Practical Application: The Leader's CPR

Just as medical CPR involves a human-to-human act of life-giving, leadership CPR requires an authentic connection. The acronym takes on a new meaning; the practical application of the law of service focuses on the leader simply remaining curious and applying:

• Creative Imagination: Envisioning possibilities and inspiring others to do the same.

• Problem-solving: Tackling challenges with resourcefulness and resilience.

• Results: Delivering tangible outcomes that benefit both the team and the organization.

By prioritizing personal development and embracing a service mindset, leaders can banish Imposter Syndrome and cultivate genuine confidence.  By implementing processes that help people build better products, in harmony, profitability is inevitable.

This process can be summed up as CPR. In the medical industry, CPR is known as Cardiopulmonary Resuscitation, and involves the act of manually.  It is an emergency lifesaving procedure performed when someone's heart stops beating (cardiac arrest). Immediate CPR can double or triple the chances of survival after cardiac arrest. The goal of CPR is to manually maintain blood flow to the brain and other vital organs until professional medical help arrives.

For us as executives, CPR has a different meaning but the value is lifesaving nonetheless.  

Just as CPR is an act that only a human can perform for another human.  This is also the case of a leader if approached correctly.  If you or a colleague you know of would like to never deal with imposter syndrome again, the answer is simple; focus on personal development and serving.  Have you ever noticed that your favorite people are those that just served you better than everyone else around you?  It is very similar to the response someone would have if you were responsible for keeping blood and oxygen flowing through their body

Case Study: Leading with CPR

Sarah, a brilliant software engineer, was recently promoted to lead a development team at a fast-growing tech company. Despite her technical prowess, she felt overwhelmed and doubted her ability to lead. Imposter Syndrome cast a long shadow, making her hesitant to make decisions and speak up in meetings.  

Determined to overcome her self-doubt, Sarah joined the Executive Leadership Cohort, where she was introduced to the principles of servant leadership and CPR. She started by actively listening to her team, seeking their input and ideas. She encouraged Creative Imagination by fostering an environment where everyone felt safe to share their thoughts, no matter how unconventional.

When faced with technical challenges, Sarah applied her Problem-solving skills, working collaboratively with her team to find solutions. She celebrated their successes and took responsibility for any setbacks, creating a culture of shared accountability.

By focusing on delivering Results, Sarah helped her team achieve significant milestones. She prioritized their professional development, providing opportunities for growth and learning. As her team thrived, so did her confidence.

The Impact: Marked a 27% Growth

• Increased Team Morale: Sarah's servant leadership style created a positive and supportive work environment, boosting team morale and engagement.

• Improved Productivity: The team's collaborative approach led to more efficient problem-solving and faster project completion.

• Enhanced Innovation: By encouraging creative thinking, the team developed groundbreaking solutions that set the company apart.

• Personal Growth: Sarah's confidence grew as she witnessed the positive impact of her leadership. She embraced her role as a leader and mentor, inspiring others to reach their full potential.

Sarah's story demonstrates the transformative power of servant leadership and the CPR principles. By focusing on service, creativity, problem-solving, and results, leaders can overcome Imposter Syndrome and unleash their full potential, benefiting both themselves and their teams.

Power Thought: Beyond Intellect

In closing through the principles of servant leadership, executives and upper management will not only grow in their capacity for building stronger teams, but they will also remove the cloudy judgment that comes as a by-product of fear and insecurity.  Don’t focus on being the smartest, focus instead on being the most creative, it is far more rewarding.

High-Performance Leadership transcends mere intelligence, by placing service at its core. It's about intuitiveness and the courage to serve others. By focusing on these qualities, leaders not only build stronger teams but also conquer the fear and insecurity that fuel Imposter Syndrome. Remember, the most rewarding path is not to be the smartest, but to be the most impactful.

If this was impactful to you, take a moment and forward it to a colleague. If Sarah’s story resonated with you, and you would like to know more about the Executive Leadership Cohort, click the link below and arrange a time to speak with an Executive Advisor.