Imposter syndrome, the persistent belief that one's success is undeserved and that one will eventually be exposed as a fraud, is far more prevalent among senior executives than most people realise. Research by Pauline Rose Clance and Suzanne Imes, who first identified the phenomenon in 1978, has been extended by subsequent studies showing that it affects people across all levels and demographics, with some research suggesting that up to seventy percent of people experience it at some point in their careers. For executives, the stakes are particularly high because imposter feelings can undermine decision-making, limit risk-taking, and create a level of anxiety that erodes both performance and wellbeing.
Recognising the Pattern
Imposter syndrome manifests differently in different people, but several common patterns emerge in coaching conversations. Some executives over-prepare obsessively, spending far more time on presentations and reports than the situation warrants, driven by the belief that any imperfection will expose their inadequacy. Others avoid high-visibility opportunities that might reveal their supposed incompetence, turning down speaking engagements, board positions, or stretch assignments that could advance their careers.
Some leaders attribute their success to external factors such as luck, timing, or the support of others, while discounting the role of their own ability and effort. Others set impossibly high standards and then interpret anything less than perfection as evidence of failure. Still others become experts at performing confidence while feeling deeply uncertain internally, creating an exhausting gap between their public persona and their private experience.
In coaching, listen for the language of imposter syndrome. Phrases such as "I was just lucky," "anyone could have done that," "they'll find out I don't really know what I'm doing," and "I'm not as capable as people think" are all indicators. Pay attention also to behaviours: the leader who never celebrates achievements, who deflects compliments, or who works unsustainable hours driven by fear rather than ambition.
The Coaching Approach
Coaching for imposter syndrome works at several levels simultaneously. At the cognitive level, help the client examine the evidence for and against their imposter beliefs. This is not about offering empty reassurance but about facilitating a rigorous, evidence-based assessment of their competence. Ask them to list their significant achievements, the challenges they have overcome, and the feedback they have received from trusted colleagues. Then ask them to list the evidence that they are truly incompetent. The contrast between these two lists is often striking and can begin to shift the client's self-assessment.
At the emotional level, normalise the experience. Many executives believe they are the only senior person who feels this way, which compounds their sense of being a fraud. Sharing, in general terms and with appropriate confidentiality, that imposter syndrome is extremely common among high-achievers can be profoundly relieving. It does not eliminate the feeling, but it removes the additional burden of believing the feeling is unique and therefore validating.
At the behavioural level, help the client experiment with new responses to imposter triggers. If they habitually over-prepare, challenge them to prepare less for a low-stakes presentation and observe what happens. If they deflect compliments, ask them to practise simply saying thank you. If they avoid visibility, encourage them to accept one opportunity that their imposter voice would normally reject. These behavioural experiments provide real-world evidence that challenges the imposter narrative.
The Deeper Work
For some clients, imposter syndrome is rooted in deeper psychological dynamics that coaching can explore without crossing into therapy. Early experiences of conditional approval, where the person learned that their value was contingent on achievement, can create a pattern where no amount of success feels sufficient. Cultural or societal messages about who "belongs" in positions of power can create additional layers of self-doubt for leaders from underrepresented groups.
Coaching can help the client understand these roots without necessarily resolving them completely. The goal is not to eliminate imposter feelings, which may not be fully possible, but to develop a different relationship with them. The client learns to recognise imposter thoughts when they arise, to acknowledge them without being controlled by them, and to act in accordance with their values and goals rather than their fears.
Sustaining Progress
Imposter syndrome is not cured in a single coaching engagement. It is a recurring pattern that can resurface at each new level of responsibility or in each unfamiliar situation. Help the client develop long-term strategies for managing it, including a personal inventory of evidence against the imposter narrative that they can review when feelings intensify, a trusted peer or mentor with whom they can discuss their doubts honestly, and a regular reflective practice that helps them maintain perspective on their achievements and capabilities.