Imposter Syndrome vs. Misplaced Confidence

Working with one organization, I started a new multi-day program every month for people new to their first leadership role.

When I took people through the section on making the transition from individual contributor or subject matter expert to manager of others’ work, I often heard people express some concerns about “Imposter Syndrome,” where the person feels like an imposter in the role.

For example, “It looks like everyone else knows what they are doing, but I have no clue.” “As I learn everything I have to do as a manager, I’m not sure I’m cut out for this.” “There is so much responsibility for other people! I worry about screwing up.”

This is normal.

If people don’t have some kind of discomfort with taking on the formal leadership role, it’s likely they either don’t understand it or are overconfident in their ability to adapt. (Which, incidentally, goes back to not understanding the role AND themselves.)

I typically ask a few questions in situations like this:

• “Did the leader(s) selecting you for this job think you could do it?”
• “Are you humble enough to admit you are uncomfortable and need to add on some things to really be confident in this role?” (Hint: They just told me this, themselves.)
• “Are you open to exploring and learning?”

These are closed-ended questions that get a pretty obvious “yes” from the new leader, 99% of the time.

My response: “Then, yes, you can do a great job as a people leader.”

Elaborating: “You got the assignment because someone thought you could do a good job in this role. We promote people for their potential to make greater contributions; not as recognition for what they’ve already done. As long as you recognize that you have things to learn and are able and willing to keep growing and serving your team, you can succeed. You can go in small steps, too. It’s the people who think they already know it all, or whose egos get in the way of learning, that are working from misplaced confidence. That’s not you. Thinking about that, how do you see it?”

I’ve found this to be a very reassuring and supportive approach. They already have what they need. They just need to keep growing, and that is healthy.

If you care about making people successful, making sure to pay attention to both results and people, then your Sage self can beat back the Saboteur-driven imposter syndrome.

You have what you need. You are good enough.

And if you need help, it is a mark of strength, not weakness, to reach out and ask for it.

I’m always happy to listen and chat. Give me a call.

All the best,
–Steve

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P.S. If you haven’t seen this, check out the Introduction to the Leadership Pipeline video (8 minutes) on YouTube from the Leadership Pipeline Institute. This talks specifically about the transitions and responsibilities at each level of management. It is very helpful as a preview to let people know what they are getting into with leadership roles.