How Common Is Imposter Syndrome in the Boardroom?
- Zoe Lewis
- 22 hours ago
- 2 min read
Why this matters
Senior leaders are expected to be decisive and composed. Yet many are managing quiet self-doubt in high-stakes situations. Recent data suggests this is not rare at the top table. In 2024, Korn Ferry reported 71% of US CEOs experience imposter-syndrome symptoms, indicating a confidence gap even among the most senior leaders. Imposter feelings don’t mean poor performance, it comes from normal human doubt.
How it shows up in the boardroom
Patterns we frequently see at executive level include:
Decision drag. Over-checking or delaying calls that need a timely judgement. Research links impostor feelings with less effective decision-making and innovative strategy.
Visibility avoidance. Stepping back from external speaking or media, which reduces organisational influence. Capable leaders can self-select out or engage less when imposter feelings spike.
Over-preparing and over-controlling. Compensating through perfectionism and micromanagement, which can slow teams.
What HR, L&D and Talent leaders can do
1) Normalise without minimising. Treat imposter feelings as normal and contextual, not a personality trait. Leaders feel safer to address it when the frame is developmental rather than diagnostic.
2) Encourage openness for the board. Encouraging the board to share how imposter feelings come and go for each leader and discussing that it is often contextual. You can ask them to share strategies that work for them.
3) Create a learning culture. Consider adding a feature such as ExCo live or ‘Board news’, this enables others to see how normal it is and that also breaks down taboos about the topic and encourages future leaders not to worry they have to be imposter-free to be board ready.
For many, the above is still a challenge and step-progress, so you might also want to considering external executive coaching that offers:
A trusted, confidential space to test thinking and repattern unhelpful behaviours
Targeted work on the inner script that drives external behaviours
Practical experiments between sessions, followed by tight feedback loops
What our clients say
“I’ve developed into a more effective leader, with greater confidence in challenging others and asking incisive questions, particularly in more senior (Board, ExCo) meetings." Chris Truman, CTO, Succession Group Ltd.
Final thought
Imposter feelings in the boardroom are normal and manageable. With the right coaching partner, senior leaders learn to respond to imposter feelings in a way that gives them the confidence to feel they own their seat at the table.
