Impostor syndrome in the boardroom

Impostor syndrome in the boardroom is a core part of governance education. It’s far more common than many of us would want to admit. It’s a root cause of anxiety, frustration, and unwarranted feelings of incompetence—the emotions that feed a negative working environment. 

All kinds of directors, no matter their level of experience, have been known to suffer from impostor syndrome occasionally. The first thing to remember is that ignoring or thinking you’re above it never helps.

It’s the belief that you aren’t skilled, qualified, talented or accomplished enough when, in fact, your performance suggests the complete opposite. It’s an internal feeling – fed by the fear that you haven’t earned your success – and does not reflect how others see your competency. 

The term was invented by psychologists Pauline Rose Clance and Suzanne Imes in 1978. 

If you have impostor syndrome, you might:

• Think your achievements are down to circumstance or luck
• Be overly critical of times when things have gone wrong in your work life
• Feel a sense of stage fright or nervousness among colleagues because you think you don’t belong. In governance, this is common among those from more diverse backgrounds because they don’t fit the outdated image of what a corporate leader looks like.
• Automatically assume you are unfit for a role, then, in hindsight, realise you had every chance of winning it and should have applied. 

One major risk from impostor syndrome in governance is that excellent candidates may never put themselves forward for roles. Or, if they do get on a board, they don’t engage for fear of being “caught out”. 

It destroys confidence, does nothing to advance strategy, and seriously impacts your own development and networking, but it is only a mindset. It can be managed to the point that its impact is minimal.

• Perfectionists – the people who automatically see mistakes as a negative
• Natural geniuses – the people who usually excel in all tasks but immediately assume they lack competence if they fail. 
• Soloists – people who feel they need to accomplish everything on their own. 
• Overpreparers – people who feel they need to have every last bit of information before moving forward. 
• Pushers – people who feel they must always push themselves harder and excel at everything in life to prove they’re not impostors. 

The common theme through these personas is that lines blur between high standards and unrealistic standards. Sometimes we have to start to think differently first before our feelings eventually catch up. This can be difficult, but it is worth persisting.

Start by remembering one key thing: if you were appointed to a board role, the board considered you capable. 

From there, overcoming impostor syndrome involves a balance of remembering the depth of your expertise and approaching your weak points in a rational, measured way.

Remember that you can likely bring a wealth of transferrable skills and experience to the board. While different executives possess a varied range of skills, these are all important when it comes to addressing today’s complex business challenges.

Keep in mind that many modern boardrooms diverse by design, and that you likely have skills and viewpoints that are unique amongst other directors. Embrace this. Don’t shy away or pretend to be someone else.

Looking at your weak points can help if you do it properly. No-one is immune from the fact that self-education and development are hugely beneficial. Nobody can know everything, but openly regonising where you can grow is a huge asset. 

If you spot areas that could do with improvement, be positive. They’re not reasons why you’re not fit for a role, they’re opportunities for growth. Network, study, do whatever you need to do to fill the gaps you spot for yourself.  

In psychology, reframing can often be helpful when it comes to dealing with negative perceptions. We can choose to see our anxiety as a growth opportunity and to recognise how this can push us out of our comfort zone and continue to make a positive impact.

Not at all – not least because your fellow board members may likely be going through the same thing. 

Apart from that organisations can, and often do, play an active role in professional development, and this reduces the chances of serious impostor syndrome. It’s just a matter of starting the conversation if you feel you’d benefit from extra resources.

We can all do well to remember not to be too hard on ourselves. If you achieve something, don’t automatically think things like:

• “It wasn’t that hard, anyone could have done it”
• “I got lucky”
• “I had loads of help”
• “I could have done it better because of X, Y & Z”

Celebrate your moments of success with personal encouragement. You don’t need to expect automatic praise from others, but if it happens, take it at face value.