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3 Surprising Ways to Deal with CEO Impostor Syndrome

Nov 15, 2018 | Leadership Mindset, Online Resources, Personal Sustainability

"3 Surprising Ways to Deal with CEO Impostor Syndrome" Professional woman holding a two-tone theatrical mask beside her face, symbolizing CEO impostor syndrome and the hidden challenges of executive leadership.

Is there such a thing as CEO Impostor Syndrome?

When most of us hear Impostor Syndrome we picture 20-somethings who are new to their fields and feeling out of their depth. We might imagine fresh-faced new hires, struggling through client interactions and meetings, worrying that they’ll be “found out.”

What if I told you that 90% of CEOs have had Impostor Syndrome-type thoughts at one time or another? Maybe it was when their company went public, the moment they gave their first town hall speech, or when they acquired a new company. Whatever the situation, there’s a CEO who’s been there and thought, “I’m not sure I belong in this role.”

While I’ve seen it at organizations of all sizes, the Impostor Syndrome is particularly common among younger CEOs and at start-ups — which makes sense! Imagine going from college senior to tech billionaire in just a few years!

CEO Impostor Syndrome may not be constant or all-consuming. It does, however, pop up and occurs often enough to impact leadership, create deep moments of doubt and dramatically reduce executive presence.

Struggling with moments of doubt in a high-stakes role? Our Leadership EDGE program is designed to help CEOs strengthen presence, confidence, and clarity — especially in times of uncertainty.

Why do CEOs struggle with Impostor Syndrome?

 

At its core, the CEO is a lonely role. Every other role on the team — the head of marketing, HR, operations — has someone to complain to. Each of those people can come to you, the CEO, to voice their concerns, get feedback and elicit support or praise.

CEOs don’t have that luxury.

When you’re a CEO, your every move is monitored and interpreted. Let’s say you forget to greet someone as you enter the building. It might be because your company is growing so fast that you’re not even sure if this person is an employee, a vendor or a contractor!

Maybe — because you’re a human being just like everyone else — you had a rough morning. You’re worried about your aging parents, your teenager’s grades and your dog limping this morning. You’re so deep in thought, you forget to greet someone and, all of a sudden, you’re a villain.

When you’re a CEO, you are effectively on stage at every moment. Many CEOs forget this and get burned. One of our CEO clients lost his temper and threw a chair … behind closed doors, in his own office, with only one other person present. Regardless, the story spread like wildfire.

It’s also incredibly difficult for CEOs to get honest feedback from their staff. We all need honest feedback in order to grow, but nobody wants to tell their boss that they’re passive–aggressive, loquacious or disorganized.

This exacerbates CEO Impostor Syndrome because execs know they’re not getting the honest feedback they need. Without that feedback, it’s easy to second-guess yourself and your decisions. “Was the team more frustrated than they let on about those last-minute changes?” “How does the marketing team really feel about our new initiative?” The self-doubt cycle can be endless.

Thankfully, the field of CEO coaching is growing and organizations like are giving growth-stage company CEOs the support they need. Services like these help CEOs of smaller companies focus on the right priorities and recognize that words and actions count at every moment. These programs also help CEOs deal with the stress of being someone whose words and actions count at every moment!

Feeling like you’re always “on stage” as a leader? Learn how our executive coaching for CEOs helps leaders navigate visibility and pressure without losing their center.

3 ways to deal with CEO Impostor Syndrome

 

1. Create a personal board of directors

If you’re a CEO, you probably have a business board of directors. But what if you had a personal board of directors — a group of smart, capable people who have your best interest at heart and aren’t afraid to give you honest feedback?

Your personal board of directors should include senior advisors you keep in touch with regularly — other CEOs, attorneys, financial advisors. This should be a diverse group of people, with different career tracks, mindsets and strengths.

You might want to include someone in your industry, someone who has been in your circumstances, someone who’s your cheerleader and someone who can give you constructive criticism.

What’s most important is that you can have completely unfiltered conversations with your personal board of directors and they will give you unfiltered (but kind!) feedback.

 

2. Join a CEO “support group” like EO, Vistage, or YPO

The struggles facing CEOs are unique; not many people can empathize with the challenges of leading a 200-person company through a merger. But when you join a group made up of other C-suite execs, you have a built-in support group of people who know the challenges that come with the CEO title.

The bonus, of course, is that you can also use these groups to network and learn from each other. You’ll find out how other CEOs deal with hiring mistakes, take back the upper hand, and shift their mindsets around delegation.

 

3. Hire a CEO coach

Before you hire a coach, research their background and previous clients. Unfortunately, many coaches call themselves “CEO coaches” when they’ve only worked with one CEO or they’ve worked with execs who lead small, five-person companies.

Ask for references. How big are your coach’s clients’ companies? Is your coach helping CEOs who lead a 100-person organization or a 1,000-person organization?

It’s also helpful to learn if your coach specializes in a specific business lifecycle stage. Does she have experience working with CEOs whose company is experiencing rapid growth? High turnover rates? Industry automation?

As a CEO, it can be hard to admit that you’re dealing with self-doubt or moments of Impostor Syndrome. But the sooner you can be honest with yourself, the sooner you can do something about it.

3 ways to deal with CEO Impostor Syndrome

If you need support, objective feedback, or CEO coaching from coaches with deep expertise, we’d love to talk with you! Get in touch to schedule a call.

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Is there such a thing as CEO Impostor Syndrome?

When most of us hear Impostor Syndrome we picture 20-somethings who are new to their fields and feeling out of their depth. We might imagine fresh-faced new hires, struggling through client interactions and meetings, worrying that they’ll be “found out.”

What if I told you that 90% of CEOs have had Impostor Syndrome-type thoughts at one time or another? Maybe it was when their company went public, the moment they gave their first town hall speech, or when they acquired a new company. Whatever the situation, there’s a CEO who’s been there and thought, “I’m not sure I belong in this role.”

While I’ve seen it at organizations of all sizes, the Impostor Syndrome is particularly common among younger CEOs and at start-ups — which makes sense! Imagine going from college senior to tech billionaire in just a few years!

CEO Impostor Syndrome may not be constant or all-consuming. It does, however, pop up and occurs often enough to impact leadership, create deep moments of doubt and dramatically reduce executive presence.

Struggling with moments of doubt in a high-stakes role? Our Leadership EDGE program is designed to help CEOs strengthen presence, confidence, and clarity — especially in times of uncertainty.

Why do CEOs struggle with Impostor Syndrome?

 

At its core, the CEO is a lonely role. Every other role on the team — the head of marketing, HR, operations — has someone to complain to. Each of those people can come to you, the CEO, to voice their concerns, get feedback and elicit support or praise.

CEOs don’t have that luxury.

When you’re a CEO, your every move is monitored and interpreted. Let’s say you forget to greet someone as you enter the building. It might be because your company is growing so fast that you’re not even sure if this person is an employee, a vendor or a contractor!

Maybe — because you’re a human being just like everyone else — you had a rough morning. You’re worried about your aging parents, your teenager’s grades and your dog limping this morning. You’re so deep in thought, you forget to greet someone and, all of a sudden, you’re a villain.

When you’re a CEO, you are effectively on stage at every moment. Many CEOs forget this and get burned. One of our CEO clients lost his temper and threw a chair … behind closed doors, in his own office, with only one other person present. Regardless, the story spread like wildfire.

It’s also incredibly difficult for CEOs to get honest feedback from their staff. We all need honest feedback in order to grow, but nobody wants to tell their boss that they’re passive–aggressive, loquacious or disorganized.

This exacerbates CEO Impostor Syndrome because execs know they’re not getting the honest feedback they need. Without that feedback, it’s easy to second-guess yourself and your decisions. “Was the team more frustrated than they let on about those last-minute changes?” “How does the marketing team really feel about our new initiative?” The self-doubt cycle can be endless.

Thankfully, the field of CEO coaching is growing and organizations like are giving growth-stage company CEOs the support they need. Services like these help CEOs of smaller companies focus on the right priorities and recognize that words and actions count at every moment. These programs also help CEOs deal with the stress of being someone whose words and actions count at every moment!

Feeling like you’re always “on stage” as a leader? Learn how our executive coaching for CEOs helps leaders navigate visibility and pressure without losing their center.

3 ways to deal with CEO Impostor Syndrome

 

1. Create a personal board of directors

If you’re a CEO, you probably have a business board of directors. But what if you had a personal board of directors — a group of smart, capable people who have your best interest at heart and aren’t afraid to give you honest feedback?

Your personal board of directors should include senior advisors you keep in touch with regularly — other CEOs, attorneys, financial advisors. This should be a diverse group of people, with different career tracks, mindsets and strengths.

You might want to include someone in your industry, someone who has been in your circumstances, someone who’s your cheerleader and someone who can give you constructive criticism.

What’s most important is that you can have completely unfiltered conversations with your personal board of directors and they will give you unfiltered (but kind!) feedback.

 

2. Join a CEO “support group” like EO, Vistage, or YPO

The struggles facing CEOs are unique; not many people can empathize with the challenges of leading a 200-person company through a merger. But when you join a group made up of other C-suite execs, you have a built-in support group of people who know the challenges that come with the CEO title.

The bonus, of course, is that you can also use these groups to network and learn from each other. You’ll find out how other CEOs deal with hiring mistakes, take back the upper hand, and shift their mindsets around delegation.

 

3. Hire a CEO coach

Before you hire a coach, research their background and previous clients. Unfortunately, many coaches call themselves “CEO coaches” when they’ve only worked with one CEO or they’ve worked with execs who lead small, five-person companies.

Ask for references. How big are your coach’s clients’ companies? Is your coach helping CEOs who lead a 100-person organization or a 1,000-person organization?

It’s also helpful to learn if your coach specializes in a specific business lifecycle stage. Does she have experience working with CEOs whose company is experiencing rapid growth? High turnover rates? Industry automation?

As a CEO, it can be hard to admit that you’re dealing with self-doubt or moments of Impostor Syndrome. But the sooner you can be honest with yourself, the sooner you can do something about it.

3 ways to deal with CEO Impostor Syndrome

If you need support, objective feedback, or CEO coaching from coaches with deep expertise, we’d love to talk with you! Get in touch to schedule a call.

Let’s be honest: if you’re waiting for things to “settle down,” you’re going to be waiting a long time. 

Disruption isn’t a phase—it’s the backdrop of modern business. Market volatility, supply chain issues, AI-driven competition… The only thing certain about the future is that it’s uncertain. 

So why do some leaders thrive in this chaos while others struggle to keep up? 

It’s not luck. It’s resilience. 

Resilient leaders don’t just react to disruption. They anticipate, adapt, and make bold moves—even when they don’t have all the answers. They don’t get stuck in hesitation or overwhelmed by uncertainty. 

If you want to be the kind of leader who guides your team through disruption with confidence—not the one scrambling to keep up—start strengthening these five traits today. 

75% of employees with highly empathetic managers report being committed to their jobs, compared to just 33% of those with less empathetic managers

1. Adaptability: Pivot Without Losing Focus

Here’s the truth: rigid leaders get left behind. 

A McKinsey study found that companies that adjusted their business models quickly during the COVID-19 crisis saw 30% higher revenue growth than those that hesitated. That’s because adaptability isn’t just about surviving change—it’s about staying ahead of it. 

The best leaders make adaptability part of their strategy, not just a last-minute scramble. 

organizations promoting collaboration are 20% more likely to outperform their peers.

Try this: 

  • Create a “Rapid Response” Team. Who’s your go-to group when unexpected challenges hit? In private equity, this might be specialists who stabilize newly acquired firms. In tech, it could be a cross-functional team monitoring AI-driven market shifts. 
  • Run “Pre-Mortems.” Before launching a new initiative, ask: “If this fails, why will it fail?” This helps you identify blind spots before they become real problems. 
  • Use Scenario Planning. Instead of betting on one outcome, map out multiple possibilities. How will you pivot if market conditions shift faster than expected? 

Great leaders don’t get stuck in outdated models. They stay flexible and keep their teams moving forward.

 

2. Clear Workplace Communication: Bring Order to Uncertainty

 

Uncertainty breeds fear. And when people are scared, silence from leadership is the fastest way to lose trust. 

But too many leaders either communicate too little (leaving their teams confused) or too much (burying them in irrelevant details). 

Gallup research shows that employees who trust their leaders are 61% more likely to stay with their company. That trust is built through consistent, clear, and confident communication. 

 

Try this: 

  • Use the 3-Point Messaging Model every time you update your team:  
  • What we know – Provide facts, not speculation. 
  • What we don’t know – Acknowledge uncertainty rather than making empty promises. 
  • What we’re doing next – Outline the next steps, even if they evolve. 
  • Follow the “5-15” Rule. Five-minute high-level updates keep teams informed, while 15-minute deep dives should be reserved for when they’re actually needed. 
  • Master Radical Candor. Be direct and empathetic. Teams don’t need sugarcoating, but they also don’t need unnecessary panic. The best leaders strike that balance. 

Resilient leaders bring clarity when everything else feels chaotic.

 

3. Emotional Intelligence in the Workplace: Stay Steady Under Pressure

 

Ever walked into a room and immediately felt the tension? 

That’s leadership energy at work. Whether they mean to or not, leaders set the emotional tone for their teams. 

If you’re panicked, your team will be too. If you’re distracted, they’ll feel unmoored.  

A Workforce Institute study found that 1 in 3 employees feel their manager doesn’t recognize the emotional impact they have on their team. 

Accountability isn’t about micromanagement—it’s about trust.

Try this: 

 

  • Know your triggers. When do you get defensive? When does frustration creep in? Self-awareness is step one to self-regulation. 
  • Read the room. Pay attention to signs of burnout or disengagement. If energy is low, it’s time to reset expectations and reinforce support. 
  • Listen first. Instead of jumping straight to solutions, ask, “What do you need most from me right now?” 

Resilient leaders don’t just manage operations—they create stability in uncertain environments. Developing emotional intelligence is a core pillar of modern executive coaching and high-performing team dynamics.

 

4. Decisive Leadership: Make Bold Calls Without All the Data

 

Ever heard someone say, “I just need more information before I decide”—and then… they never actually make the call? 

Waiting for perfect data is a great way to miss an opportunity. 

In fast-moving industries like technology—where AI and cybersecurity risks shift overnight—executive leaders must decide fast or get left behind. 

 

Try this: 

 

  • Use the 70% Rule. Make decisions when you have 70% of the information you wish you had. If you wait for certainty, you’ll be too late. 
  • Apply the OODA Loop (Observe, Orient, Decide, Act). This military framework helps leaders move quickly in uncertain environments: 
    • Observe – Gather what intelligence you can.
    • Orient – Analyze the situation with your best available information.
    • Decide – Make the best call with what you know.
    • Act – Move forward, adjusting as new data emerges. 
  • Trust your expertise. The best leaders recognize when a decision is “good enough” to move forward—and refine later. 

Case in point: Microsoft’s Satya Nadella bet on cloud computing before the market fully shifted. His bold decision doubled Microsoft’s valuation. That’s the power of decisiveness over hesitation.

 

5. Forward Thinking: Anticipate Disruption Before It Happens

 

The best leaders don’t just react to disruption—they see it coming. 

PwC’s CEO Survey consistently finds that leaders who prioritize strategic foresight outperform competitors during downturns. 

They invest in resilience before they need it. 

 

Try this: 

 

  • Build a Leadership Pipeline. Private equity firms restructuring companies often develop future leaders early—so they’re not scrambling when a key executive leaves. 
  • Use Predictive Analytics. AI-driven forecasting helps healthcare and tech executives spot market shifts before competitors react. 
  • Foster a Culture of Proactive Problem-Solving. Encourage employees to anticipate challenges instead of reacting in real time. 

Companies led by forward-thinking executives are 2.8 times more likely to be industry leaders in five years. Those who prepare today win tomorrow. 

 

Resilience Isn’t a Trait—It’s a Leadership Skill 

 

The best executives don’t just get through disruption—they use it as a competitive advantage. 

Strengthening these five traits requires deliberate effort: 

  • Adaptability – Build flexibility into your strategy before you need it.
  • Communication – Bring clarity and confidence to uncertainty. 
  • Emotional Intelligence – Regulate stress and keep teams engaged. 
  • Decisiveness – Move fast with limited information. 
  • Forward Thinking – Prepare for the next disruption before it hits. 

Resilience in the workplace isn’t about survival—it’s about positioning yourself for long-term success. 

Accountability isn’t about micromanagement—it’s about trust.

Ready to Lead With More Resilience? 

At Meritage Leadership, we offer executive leadership development programs that help executives build resilience in the workplace, foster accountability, and lead high-performing teams with clarity, confidence, and impact.

If you’re ready to build resilience into your leadership strategy, let’s talk. 

➡ Learn More at www.meritageleadership.com 

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