The Imposter Experience: Reframing Self-Doubt in High Achievers
Even the most accomplished leaders sometimes feel like a fraud. They worry that their success is the result of luck rather than skill and fear that others will soon discover they are not as capable as they appear. This is commonly referred to as imposter syndrome, and it is remarkably common among high achievers.
Executive coaching provides a space to explore these feelings in depth. It helps leaders understand that self-doubt is not a weakness but a natural response to responsibility, visibility and high expectations. Recognising this is the first step towards reframing the imposter experience.
Understanding Imposter Syndrome
Imposter syndrome often arises when external achievement does not align with internal self-perception. Leaders may have the skills, experience and accomplishments to demonstrate competence, yet they continue to question their own legitimacy.
Psychologically, this can be understood as a combination of perfectionism, high personal standards and a heightened sensitivity to evaluation. It is not an indication that someone is unfit to lead. On the contrary, it is a signal that they are ambitious, reflective and aware of the stakes.
The Role of Coaching
Coaching helps leaders move from self-judgment to self-understanding. Through structured reflection and dialogue, leaders can:
Identify the triggers that amplify self-doubt. Understanding the situations, tasks or comparisons that provoke imposter feelings allows leaders to anticipate and manage them more effectively.
Reframe self-perception. Leaders learn to view self-doubt as a cue for reflection and growth rather than proof of inadequacy.
Develop coping strategies. Techniques drawn from coaching psychology, such as cognitive reframing and mindfulness, provide practical tools for regulating anxiety and building confidence.
Increase authenticity. By acknowledging their vulnerabilities in a controlled and intentional way, leaders can foster trust and openness with colleagues.
The Benefits of Reframing Self-Doubt
When leaders learn to work with imposter feelings rather than against them, several positive outcomes emerge. They are able to:
Make decisions with greater clarity, unclouded by fear of exposure.
Engage more fully with their teams, modelling resilience and honesty.
Pursue challenges and innovation with confidence.
Maintain psychological and emotional balance, reducing stress and burnout.
Practical Steps for Leaders
Self-doubt does not disappear overnight, but leaders can take practical steps to manage it:
Track achievements. Keeping a record of successes and feedback helps counter the distorted self-perception of being undeserving.
Share experiences. Talking openly with peers or a coach normalises imposter feelings and reduces their intensity.
Set realistic expectations. High standards are valuable, but unrealistic perfectionism fuels imposter experiences.
Reflect on impact. Focus on how your contributions affect others, not just how you feel about your own performance.
Imposter syndrome is not a barrier to effective leadership. It is a common, understandable response to the demands of responsibility and high achievement. Coaching enables leaders to reframe self-doubt, transforming it into insight, growth and resilience.
If you’d like to explore specialist coaching for imposter feelings see here. To discuss one-to-one coaching to support your leadership development, do get in touch e: enquiries@managingchange.org.uk