Executive Leadership and the Hidden Challenge of Imposter Syndrome

Creating a workplace where employees feel valued, understood, and confident is essential for organizational success. For executive leaders, acknowledging Imposter Syndrome (IS) within their teams can be a game-changer in fostering a culture of trust, innovation, and peak performance.

Even if you've overcome IS yourself, it's vital to recognize and address this common challenge among your team members. By shedding light on the impact of IS in the workplace through credible data, we can explore strategies for executive leaders to effectively support their teams.

Let's navigate this together and empower your team to thrive!

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In the realm of high-stakes decision-making and leadership, the echoes of Imposter Syndrome (IS) can often go unnoticed, yet its impact on individuals and teams within organizations is profound. IS, a psychological pattern where individuals doubt their accomplishments and fear being exposed as a "fraud," does not spare any level of an organization, from new recruits to seasoned executives.

However, the focus here is not on the leaders who have overcome or are dealing with IS, but rather on the responsibility these leaders hold in recognizing and mitigating its effects on their personnel.

Understanding the Scope and Impact of IS in the Workplace

• A Global Phenomenon: Research from the International Journal of Behavioral Science estimated that 70% of people will experience at least one episode of IS in their lives, highlighting its widespread nature across professions and cultures.

• The High Cost of Doubt: A study by Access Commercial Finance found that 85% of UK workers experience IS, with over half feeling it affects their health. This statistic underlines the critical need for executive intervention in promoting mental wellness.

• Innovation at Risk: Harvard Business Review points out that IS can stifle innovation, as individuals fearing exposure of incompetence may hesitate to propose new ideas or solutions.

• Leadership Development: Data from KPMG revealed that 75% of executive women reported having experienced IS at some point in their career, suggesting that IS could be a significant barrier to leadership development and diversity in executive roles.

• Organizational Performance: A study by Brigham Young University professors found that teams with members experiencing IS are less likely to engage in learning behavior, potentially hampering team performance and adaptability.

The Case for Executive Awareness and Support

Fostering a Culture of Belonging and Achievement

The acknowledgment of IS at the executive level is the first step toward cultivating an environment where all employees feel they genuinely belong and can achieve their best work. By understanding the nuances of IS and its effects, leaders can implement strategies that affirm individual contributions, celebrate diverse perspectives, and encourage professional growth.

Encouraging Innovation and Risk-Taking

Innovation is the lifeblood of any competitive business. Executives aware of the IS phenomenon can create safer spaces for their teams to experiment, fail, and learn without fear of judgment. This not only accelerates innovation but also builds a resilient organizational culture.

Enhancing Employee Engagement and Retention

Employees who feel supported in their professional insecurities are more likely to be engaged and committed to their roles. Addressing IS head-on can lead to higher job satisfaction, reduced turnover, and a stronger sense of loyalty to the organization.

Leadership Development and Succession Planning

By recognizing and mentoring potential leaders who might be held back by IS, executives can ensure a diverse and capable leadership pipeline. This approach not only breaks the cycle of IS but also promotes a culture of continuous professional development.

Strategies for Executive Leaders to Combat IS

• Open Dialogue: Create opportunities for open conversations about IS and vulnerability. Sharing personal experiences with IS can demystify the syndrome and foster a culture of openness.

• Recognition and Feedback: Regularly acknowledge individual and team achievements. Constructive feedback should be specific, focusing on strengths and areas for growth rather than criticisms that could exacerbate IS feelings.

• Professional Development: Invest in training and development programs that emphasize skill-building, leadership development, and emotional intelligence. This investment signals a commitment to employee growth and confidence building.

• Mentorship Programs: Implementing mentorship programs can provide employees with role models and advisors who can offer guidance, support, and reassurance, helping to navigate the challenges of IS.

• Promote a Growth Mindset: Encourage a culture that views challenges and setbacks as opportunities to learn and grow. This mindset can help individuals internalize successes and view their achievements as a result of hard work and learning, rather than luck.

• Resource Accessibility: Make resources on coping with IS readily available, including workshops, counseling services, and educational materials. Providing tools for self-help and professional guidance can empower employees to tackle IS proactively.

Conclusion: Your Role as a Leadership's in Diminishing IS

As executive leaders, the responsibility to cultivate a supportive and empowering workplace culture is paramount. Recognizing the pervasive nature of Imposter Syndrome and taking proactive steps to mitigate its impact is not just an act of compassion—it's a strategic imperative. By fostering an environment that celebrates achievements, encourages risk-taking, and supports professional growth, leaders can unlock the full potential of their teams, drive innovation, and secure a competitive edge in the ever-evolving business landscape.

In conclusion, the battle against IS in the workplace is ongoing, but with informed and compassionate leadership, it is a challenge that can be met with success. As leaders, embracing the role of mentor, advocate, and supporter in the fight against IS can transform the professional experience for many, leading to a more engaged, productive, and fulfilled workforce.

To learn more about Coach Dave O’Connor’s unique approach to helping individual clients and teams overcome imposter syndrome, schedule a discovery call today.

Navigating the "Wangry" Waters: A Fresh Take on Discontent at Work

Introducing "Wangry," my original term for a phenomenon as old as the corporate ladder itself: the high-achiever's career dissatisfaction. While the word might be new, the sentiment it describes is anything but. It's a unique blend of frustration, simmering resentment, and the distinct feeling that your career salad is missing some key ingredients—perhaps fulfillment or purpose-flavored croutons. This blog dives into the heart of "wangry," armed with scientific insights and a sprinkle of humor, to explore how even the most polished professionals can find themselves simmering in a pot of career discontent.

The Anatomy of "Wangry"

Imagine you're a senior leader or executive. Let's call him Alex. Alex has climbed the proverbial career mountain, collecting titles, accolades, and a LinkedIn profile to die for. Yet, despite the glossy exterior, Alex finds himself wrestling with a gnawing sense of dissatisfaction. He's the poster child for "wangry": well-dressed, well-respected, and quietly stewing in his executive suite.

Alex's story isn't unique. It's a narrative shared by countless high-achievers who find themselves questioning the path they've so diligently trodden. They've reached the summit only to realize they might have climbed the wrong mountain.

“The flight is always better in first-class, until it isn’t.”

— Coach Dave

The Science Behind the Stew

• The Prevalence of Job Dissatisfaction: Over half of American workers feel disconnected from their jobs, according to The Conference Board. For high-achievers like Alex, this disconnection isn't just about the day-to-day grind but a deeper misalignment of values and career goals.

• The Productivity Pitfall: Warwick University's research shows that job dissatisfaction can lead to a 10% dip in productivity. It seems that being "wangry" doesn't just sour your mood; it can also sour your work output.

• The Mental Health Mire: A review in the Journal of Vocational Behavior draws a direct line between career dissatisfaction and mental health struggles, including stress and depression. It turns out, "wangry" isn't just bad for your career; it's bad for your health too.

Spotting the Signs of "Wangry"

How do you know if you're "wangry"? If you're reading this in your office, feeling a mix of amusement and recognition, you might already have your answer. But here are a few tell-tale signs:

• You're Irritable and Resentful: If you find yourself snapping at your assistant over minor typos or daydreaming about telling clients what you really think, "wangry" might be your diagnosis.

• Your Passion Has Left the Building: Remember when you were excited about challenges? If those days seem like a distant memory, and your work now feels as inspiring as a stale ham sandwich, welcome to "wangry" town.

• Exhaustion Is Your Constant Companion: If you're getting enough sleep but still feel drained by mid-morning, it's not just physical tiredness. Emotional exhaustion is a classic symptom of deep-seated career dissatisfaction.

But what about everyone else? 

Sample data set courtesy of CoEfficient.

Let’s reconnect with Alex for a moment, who is currently experiencing the wanger of one, meaning his own discontent. As a senior leader, Alex is also responsible for modeling behavior and reinforcing cultural norms in his organization that - theoretically - foster workplace satisfaction, empowerment and, ideally, mitigate wanger in the lives of junior staff. 

Yet, the data points to a decrease in workplace satisfaction as one moves down the corporate ladder. Take the anonymized sample data from a client of organizational performance measurement platform CoEfficient. Their client’s Culture score is 63 out of 100. You might think for a moment, not bad…if that was an Uber driver’s score, he’d probably still be in good enough standing to keep booking rides. 

Where things get ugly is in the scores of frontline staff and managers. These groups average score doesn’t even break 40 out of 100. I think we need to call this what it is: a simmering discontent that suggests org-level wanger simmering in the southern regions of the org chart. 

And now Alex is responsible not only for addressing his own wanger but that of a team of several - maybe tens, maybe hundreds - of other people experiencing their own wanger. It’s as if wanger has the potential to escalate from an amuse bouche to an all you can eat buffet in the blink of an eye.

Transforming "Wangry" Into Contentment

So, what's the antidote to "wangry"? Here are four strategies to simmer down and find satisfaction:

• Self-Reflection with a Side of Humor: Take a moment to assess what's really eating you (besides your underwhelming lunch). What parts of your job used to spark joy, and what feels off now? Sometimes, acknowledging the absurdity of certain situations can be the first step towards change.

• Boundaries and Self-Care Are Non-Negotiable: Start treating your personal time like the VIP section of a club—no work allowed. Rediscover hobbies that make you happy, preferably ones that don't involve reviewing spreadsheets. 

  And hey, we need to talk about sleep. The lack thereof, actually. If you thought the low score of the lower end of the CoEfficient data above was bad, it actually gets worse. A whopping 81% of the same firm reported negative to very negative sleep quality. Whether you’re a partner, CEO, janitor, or lone-wolf salesperson your sleep affects how you show up. If you’re going to battle the headwinds of wanger, self-care must include positive sleep hygiene. 

Sample data courtesy of CoEfficient.

• Partner with Me for Executive Coaching: If you’re navigating the rough waters of "wangry," consider me, Dave O'Connor, as your compass. Unlike adopting a one-size-fits-all approach, I work with you to uncover and tackle the root causes of your career discontent—be it leadership challenges, feeling stuck, or battling self-doubt. My goal? To enhance your self-awareness and confidence, empowering you to chart a fulfilling path forward. For a more personalized approach to turning "wangry" into contentment, and contentment into authentic and powerful leadership, book a discovery call today.

• For the team: Unlock essential team dialogue and begin shifting mindsets and manners in your team with Dave O’Connor’s small team coaching sessions and group seminars. If you sense your firm is in the murky waters of org-level wanger and you want to experience the powerful insights of CoEfficient, we can make that happen too.

While "wangry" might sound like a funny buzzword, it encapsulates a real and pressing issue for many high-achieving professionals. By recognizing the signs and taking proactive steps to address the underlying issues, you can move from simmering discontent to a fulfilling career that truly satisfies. And remember, it's okay to laugh along the way. After all, sometimes the best way to beat "wangry" is to take it all in with an all-you-can-eat buffet of humor and a dash of perspective.

Alone Not Lonely: My Method for Reframing The Meaning of Being Alone

We were in our new house for about six months when my dad touched the knob of the door from our family room to the garage for the last time. He had a few belongings under his arms and he said goodbye to me, age six, my sister, age eight, and my mom. In an instant I was lost. The only way I can explain it is that I was swimming in a thick soup of loneliness, confused and worried about what would happen next. My sister went to her room, and my mom went to hers. I wondered what they were doing in their rooms and whether I existed.

I’ve been reflecting a lot lately on loneliness. How does loneliness arises in me; how, despite not wanting to experience it, I can fuel it; how I can manage it; and why I’m capable of feeling lonely in the first place. I am sure a lot of it goes back to moments in childhood like when my dad left, and I’ve handled lots of that in therapy - highly recommend doing this by the way.

As I’ll explain below, I’ve chosen to not ask why these days, so much as “what now?” Because the data tells me that, regardless of the reason, as an American adult man, I’m not alone in feeling lonely. According to the Survey Center on American Life, only 27% of American men have six or more friends. That’s wild - nearly one out of every four guys is only friends with six or less guys? That’s not wild, actually, that sucks!

But here’s what I’m driving at - my journey with loneliness has not been about adding more friends; it’s been about reframing the meaning of being alone so that I can thrive alone. Specifically, when I am alone from 7:45am to 6:30pm every day as a solopreneur, building a coaching practice by myself in my home. I’m married and have an energetic attention-hungry Border Terrier. So it’s not like I’m alone all the time. It’s just those work hours when I can fall into doubting myself, my plans, and my vision because I don’t have that familiar feeling of other people to bounce off of.

I was put in daycare when I was nine months old. Eventually I was in schools, at summer camp, on sports teams, contending with roommates, collaborating on business teams, participating in men’s groups, volunteering, organizing music and entertainment projects, and fumbling my way through romantic relationships. Those are just the nine inter-relational settings I can think of off the top of my head let alone many others, I am sure, in which I found an escape from loneliness. 

To put it simply: I grossly underestimated the impact alone time would have on me, despite working “alone” while leading a team remotely during the COVID-19 pandemic. In fact, I’ve been engaging with teams, friends, enemies, and everyone in between ever since I was a baby. 

If you’ve noticed discontent in recent months and aren’t quite sure whether it’s loneliness, or why you’re feeling it, I’ve outlined a few tips just for you, because they work for me.

Ask Why Later

Despite all my many interactions I can still be lonely. Why does loneliness get invited into my heart or mind, like a stranger snuck into my home? 

As I often tell clients, we will have a lifetime to dissect the why’s of our past. And even when we get a clear answer, it might not be all that satisfying or useful. What I’m most interested in discovering with my clients is how to close the gap between today and an ideal future state. The gap I personally needed to close with loneliness was re-setting my mindset when I’m alone.

Alone does not equal lonely

To everyone out there that knows that being alone does not equal being lonely, congrats! To the rest of us who still need to reframe cognitively, and re-design behaviorally, in order to manage loneliness, it’s good to see you. I got your back.

I teach a self-management process that in its simplest form is a cycle of Reflection, Decision, and Action, practiced at high frequency and in all aspects of life. This cycle creates confidence and momentum for more change on your terms, regardless of the many external factors that constantly inundate our lives.

Here’s how I’m using self-management to embrace being alone:

1. Notice: I have a very clear set of behaviors and narratives when I’m lonely. It doesn’t matter what they are for me; it matters that you begin to notice what they are for you. Once I was able to notice the specific behaviors and interpretations of a scenario and myself were directly and only associated with loneliness I was able to use them to my advantage.

2. Reflect: I will admit that I give the loneliness narratives space to breathe. I allow myself to feel fully lonely for a moment. It’s almost like the more I can feel it, the more I can point to it. It’s like I’m calling it out from hiding, and it can’t control me. With loneliness out in the open, I can observe it and decide what to do with it.

3. Decide: being a husband, a solopreneur, and a coach who helps others overcome obstacles, I am not a huge fan of flailing around helplessly in unproductive emotions once I know they’re dominating my space. So, my decision invariably is to swiftly disassociate from the loneliness once I’ve given it a fair amount of time to be noticed.

4. Act: Disassociating from loneliness in a practical sense means that I tell myself, “being alone does not obligate you to feel lonely.” I say that a few times and logic generally kicks in. But often times I have to occupy my mind with something declarative and positive. So I have recently started writing down desirable states of mind that can be evoked by being alone, and it looks like this: 

1. I am alone and at peace

2. I am alone and content

3. I am alone and creative

4. I am alone and artistic

5. I am alone and building

6. I am alone and growing

Google or ask ChatGPT to pull up information on “Coping with Loneliness” and your results will be lists of things to do. I think that’s reasonable, to some degree, and lots of people including myself do need to be doing something in order to overcome something. I get that. 

But I also want to encourage you to consider that there is nothing wrong with feeling lonely, there’s nothing to do, and that you are enough to be in a room alone with you. 

I have to remind myself of this fact five days a week. I’m a very forgetful person, so if I can do it, so can you. 

BONUS: Cold Showers

Cold water exposure is being covered a lot these days. I’m proud to say that I was experimenting with the positive effects of cold showers back in 2015. At least in this one practice, I was ahead of the curve!

As of December 2022, I’ve returned to using cold showers, sometimes twice a day. They force me to: 

1. Control my breathe

2. Decide on my mindset

3. Endure discomfort

4. Slow down when my instinct is to speed up

5. Test my mental toughness on a daily basis

While I’m in a cold shower my mind can use it as a metaphor for something else I’m worried about wont end, such as loneliness. And when I’m out of the shower and feeling discomfort, such as loneliness, I remind myself I can endure it, just like the cold shower. This reminder triggers other positive self-talk, such as: 

1. This is temporary

2. You are capable

3. There is something to be gained

4. You’ve done this before and you can do it again

My daily ritual and the positive reframing and positive self-talk that it evokes has been hugely beneficial to me. I highly recommend experimenting with a couple weeks of cold showers. Your default mental settings, and your grit, might surprise you. 

Conclusion

I have spent years bopping around inside of and between groups and have felt lonely. And more recently I’ve spent seven months being alone, and have felt lonely. At this point, the common denomenator is me, and that’s a good thing. There’s a whole lot I don’t control but I do control me. Specifically, my mindset and my relationship with alone-ness. Maybe that’s what I’ve been searching for this whole time - to replace loneliness with the very fact-based, dispassionate reality of alone-ness, and how wildly different that is than loneliness. I’m becoming pretty cool with alone-ness and I hope you can be too. If you need help, let’s talk.