Leading Through Impostor Feelings (Without Faking Confidence)

Impostor feelings are far more common than most leaders assume—and they don’t magically disappear at senior levels.

• The American Psychological Association notes that up to ~70%+ of people may experience impostor feelings at some point.
• In leadership populations, surveys report similar patterns: Korn Ferry research found 71% of U.S. CEOs and 65% of senior executives show signs of impostor syndrome (vs 33% of early-career professionals).

So if someone on your team seems “high-performing but quietly doubtful,” it’s not unusual—and it’s not something they should have to mask with performative confidence.

Why “just be confident” backfires
When a leader tells someone to act confident, it can unintentionally reinforce the belief that confidence is a performance—and that being “found out” is just one mistake away.

That often shows up as:

• overpreparing and burning out
• avoiding visibility (presentations, decisions, speaking up)
• defensiveness around feedback
• silence in the room and stress after the meeting

The better approach: build confidence from clarity + evidence + practice.

1) Normalize it—briefly
Try: “This shows up for a lot of high performers. You’re not alone. Let’s get specific about what would help this week.”

2) Separate feelings from facts
Ask:

• “What story is your brain telling you?”
• “What evidence supports it—and what evidence contradicts it?”

This keeps the conversation grounded and actionable.

3) Replace vague expectations with crisp guardrails
Impostor feelings get louder when “good” is fuzzy. Make success concrete:

• What does “good” look like in the next 1–2 weeks?
• What matters most right now?
• What’s out of scope?

Clarity is calming.

4) Give evidence-based feedback (not generic praise)
Instead of “You’re doing great,” say:

• “Your summary moved the group to a decision.”
• “You handled pushback without getting defensive.”

Specific feedback helps them internalize what’s real.

5) Create practice opportunities, not rescue
Pick one small real practice opportunity:

• lead one agenda item
• make one decision with clear criteria
• deliver a short stakeholder update

Then debrief: “What worked?” “What will you repeat?” This is how confidence becomes earned.

6) Check the environment—not just the mindset
Impostor feelings are often amplified by systems: inconsistent standards, public second-guessing, unclear priorities, or exclusion from informal channels. Fixing the environment reduces fear fast.

Sources:

• American Psychological Association (APA), Speaking of Psychology episode page: estimates suggest up to ~70%+ experience impostor feelings at some point. Link to website: https://www.apa.org/news/podcasts/speaking-of-psychology/impostor-syndrome
• Korn Ferry research press release: 71% of U.S. CEOs, 65% senior execs, 33% early-stage professionals show signs. Link to website: https://www.kornferry.com/about-us/press/71percent-of-us-ceos-experience-imposter-syndrome-new-korn-ferry-research-finds
• KPMG Women’s Leadership Summit Report (survey of 700 leaders): 75% of executive women reported experiencing impostor syndrome at points in their careers. Link to website: https://assets.kpmg.com/content/dam/kpmg/sk/pdf/2020/2020-KPMG-Womens-Leadership-Summit-Report.pdf