Leaning Into Self-Doubt: How Imposter Syndrome Strengthens Resilience

Imposter syndrome doesn’t end when you become a CEO. In fact, for many leaders, it intensifies as the stakes rise. I even experience it in my current coaching role, where I work daily with individuals and groups of high-performing CEOs. Guiding leaders who are intelligent, ambitious and deeply driven through complex challenges, while helping them unlock their potential, is a privilege that’s immensely rewarding, but can also be intimidating. I often catch myself questioning whether I am providing enough insight, framing challenges clearly, or supporting them in the most impactful way. That self-doubt, though uncomfortable, has become a source of focus and energy that sharpens my thinking and enables me to deliver more value for my clients.

This experience reinforces a fundamental lesson: self-doubt is not a sign of weakness when dealt with correctly. It’s fuel for both personal growth and organizational strength.

The Psychology of Imposter Syndrome

At its core, imposter syndrome is a cognitive pattern rooted in self-perception and fear of evaluation. Psychologists describe it as a mismatch between external evidence of competence and internal feelings of inadequacy. People who experience imposter syndrome often achieve highly, but they attribute their success to luck, timing or external circumstances rather than their own skills.

Two psychological drivers are particularly relevant for CEOs and high performing individuals: first, perfectionism and high standards. Leaders are naturally goal-oriented and this is a strength, but it also means minor mistakes or uncertainties trigger disproportionate self-criticism. Second, social comparison and visibility play a role. Being a CEO places you under constant scrutiny, both internal and external: you are accountable to boards, investors, teams, clients; as well as your own expectations of yourself. When your performance feels highly visible, the mind amplifies fears of inadequacy, creating what psychologists call “imposter loops” - repetitive, anxious thoughts about being exposed as insufficient.

Additionally, neuroscience shows that stress and self-doubt activate the amygdala, the brain’s threat detection center. This triggers the same fight-or-flight response as a physical threat, often resulting in mental fatigue, overthinking or overcompensation. In leadership, these patterns can influence decisions, interactions and overall team morale.

Why CEOs Are Especially Vulnerable

Our roles as CEO’s are obviously very demanding. The financial stakes are enormous, the environment is ambiguous and accountability is unrelenting. To compound the issue further, the decisions we make have a real impact on people’s livelihoods and state of minds. So it’s not surprising that CEO’s are especially vulnerable to self-doubt. Almost every CEO I have coached over the last 17 years, from early stage start ups to CEO’s of publicly traded companies, have experienced it - You are not alone.

Transforming Imposter Syndrome Into a Leadership Tool

While self-doubt can feel debilitating, it can also become a catalyst for growth. By recognising and accepting that we are experiencing imposter syndrome, we can use that knowledge as a signal for us, highlighting areas for deeper reflection, preparation or learning.

As an example, in my coaching practice, when I’m preparing to guide a CEO through a critical strategic pivot, I may feel a surge of self-doubt about framing the right questions or anticipating their challenges. That anxiety isn’t paralyzing; it motivates me to prepare more rigorously, think more deeply about the CEO’s context and approach the session with greater clarity and empathy. By focusing on been better prepared and understanding that I don’t have to have every answer to every question I can relax into the discussion and be more authentic, enjoying the experience while still delivering the expected value.

Turning Self-Doubt Into Action

There are several practical ways to harness imposter syndrome constructively:

First, acknowledge the feeling. Naming self-doubt reduces its unconscious influence. 

Second, reframe it. Recognize that your discomfort signals growth and the stretching of your boundaries. 

Third, analyze the signal. Determine if the doubt reflects a genuine blind spot or if it is fear and act accordingly. 

Fourth, share selectively. Mentors, advisors, or peers who understand your role can provide perspective. 

Finally, document progress. Recording wins, lessons and development keeps you grounded and prevents doubt from becoming paralyzing.

Reflection Questions for CEOs

Take a few minutes to reflect in writing:

1. When has your self-doubt pushed you to prepare more thoroughly or think more deeply, leading to better outcomes?

2. How do your feelings of inadequacy influence your interactions with your team?

3. Where in your organization could increased self-awareness and resilience strengthen performance?

4. Which trusted advisors or peers could help you contextualize and reframe these feelings?

5. How can you transform self-doubt into a lever for both personal growth and team success?

Final Thoughts

Imposter syndrome is not something to eradicate; View it as a psychological tool to embrace. By leaning into your self doubt you can create conditions for personal resilience. In today’s fast-moving, AI-enabled business environment, the ability to transform self-doubt into actionable insight and strategic advantage is not optional - it is essential.

Photo Credit: Alex Shute on Unsplash