Talented, first-time executives and leaders often feel like they have imposter syndrome. Consider Ricky Joshi, CEO of The Saatva Company. As a new CEO, Ricky knew he was competent—he started a luxury, online mattress company poised for success in a changing market. Although Joshi trusted his skills, he often felt like an imposter. “That’s what’s so tricky about imposter syndrome: you know you’re good, but it doesn’t always translate into self-assurance,” Joshi said.
The term ‘imposter syndrome’ was coined in 1978 by clinical psychologists Pauline Clance and Suzanne Imes. They wrote that it’s a feeling of ‘phoniness in people who believe they’re not intelligent, capable or creative despite evidence of high achievement.’ These people are motivated to achieve but worry they’ll be discovered as frauds.
Imposter syndrome is common. Around 70 percent of people experience it at some point. It can be especially tough for new CEOs, who’ve put in years of work and now sit at the top, which can be a lonely place.
Luckily, there are ways for CEOs to realise the truth: they are not imposters. Here are four ways new CEOs can ease these feelings:
1. Speak with a trusted colleague
Sometimes, relief comes from telling someone how you’re feeling and hearing two empathetic words: “Me too.”
Kim Perell, an angel investor and former executive, shared a story in Entrepreneur about imposter syndrome. A CEO she invested in asked if she ever doubted her abilities or felt like she didn’t know what she was doing. The question surprised Perell, as this CEO had always seemed confident. But she knew exactly how he felt—she had felt this way, too.
“Talking about how you feel with successful people you trust can help you realise how normal your feelings are,” Perell said. “It can also help you see the way you look through their eyes.”
One of the hardest things about imposter syndrome is the accompanying loneliness, the feeling that you’re the only one who feels like an imposter. It can be alienating. By finding others who feel like you, the world will feel less lonely.
2. Have a mentor and a sounding board of peers
For CEOs who want to overcome imposter syndrome, few things are more valuable than a mentor or a trusted group of peers.
A good mentor has experienced both success and setbacks. Setbacks may unsettle a first-time executive, but a good mentor knows they are part of even the best careers. What matters is how you respond. Imposters slink away or cast blame; good executives learn and try again.
First-time executives can also benefit from joining a peer group. They often realise they’re not alone in their problems. In groups with other CEOs, they hear others’ challenges and realise everyone sometimes feels outmatched. Despite this, they press on and succeed.
This approach may not end imposter syndrome but helps first-time executives understand they aren’t alone, making the feeling more manageable.
3. Define what success looks like in your role
Imposter syndrome means you’ve recognised success matters to you. While self-doubt is harmful, self-awareness is a positive—it shows you care.
Use this self-awareness to define success. What does success look like? Are there benchmarks? How can you ensure each day, week, month, and quarter are successes? What does success feel like? How will you celebrate it with your team?
Be specific in your answers, as they will drive your results. As Peter Drucker once said, “The best way to predict your future is to create it.”
4. Adopt a growth mindset
People with a growth mindset—the belief that skills and intellect come from effort, not innate talent—don’t feel like imposters for long.
When you believe you can grow, each day becomes a chance to gain knowledge, work hard, and make your mark. If you felt like an imposter yesterday, today and tomorrow are opportunities to prove you belong through curiosity, drive, and effort.
People with a growth mindset see obstacles, including feeling like an imposter, as temporary and surmountable. Maya Angelou, Ricky Joshi, and Kim Perell may have all felt like imposters at some point, but it didn’t stop them from striving toward their purpose.
A roadmap for first-time CEOs
Taking on the role of CEO is a significant milestone, but for many first-time CEOs, it can also come with feelings of self-doubt and imposter syndrome. The first 100 days are critical for defining your leadership and setting the tone for your organisation’s future.
If you’re navigating this transition and feeling the pressure, you’re not alone. Many new CEOs face similar challenges as they adjust to the demands of the role. To help you overcome these feelings and build confidence in your leadership, we recommend downloading our First-Time CEO Survival Guide.
