Emotions
71% of US CEOs Experience Imposter Syndrome
4 Minutos
Imposter syndrome is the nagging self-doubt that makes even high-achievers feel like frauds despite their success.
It's lonely at the top! Global organizational consulting firm Korn Ferry (NYSE: KFY) released its Workforce 2024 Global Insights Report, which examines attitudes affecting employee sentiment. They surveyed 10,000 professionals at all levels, from entry-level to CEO, in six key markets: USA, UK, Brazil, Middle East, Australia, and India.
The data shows a lack of personal confidence in senior leaders in their own ability to lead: 71% of US CEOs experience symptoms of imposter syndrome in their role. 65% of Senior Executives feel the same way.
But not for the reason you might think. Read more here about Korn Ferry's insights into this phenomenon: CEO: I'm an Imposter
- Interestingly, it isn't driven by them feeling incapable. "85% said their professional experiences and career progression give them confidence that they can do the job".
- "Instead, the bigger issue is that the current crop of CEOs is facing a massive number of challenges simultaneously. The need to perform and transform their organizations, to be culture carriers, to figure out the role of artificial intelligence in their organization, to navigate geopolitical challenges, and even to navigate how and where employees work—all of these issues at once, and more—are on many CEOs' plates". Yes, indeed, it's an agility challenge!
- "Feeling this way isn’t a problem in and of itself: you want leaders to be both confident and humble — that’s the sweet spot of leadership. Indeed, bosses who acknowledge they don’t know everything display high levels of emotional intelligence". Yes, indeed, an and-proposition of agile composure.
- "Also important: having someone in whom to confide, with whom the CEO can let their guard down and speak candidly about their challenges". Indeed, finding and sustaining that middle zone of flow is difficult and easily prone to blind spots. We need help reflecting on how well we are finding the groove.
That is the power of a confidential peer forum, as a personal advisory board, of non-competing peers who can relate to what you are facing in business, professionally, personally, and in life. A hall of mirrors, a safe place, and a circle of trust like no other. It doesn't have to be lonely at the top.
