By Valeria Torres | Corporate Psychologist & Executive Consultant
They’ve made it to the top.
They lead global teams, sign multi-million-dollar deals, and speak on international stages. Their LinkedIn profiles read like success stories... but behind those achievements and titles, many high-level executives harbor a quiet fear:
"I don't belong here."
"One day, they'll find out I'm not good enough."
"It was luck, not skill."
This is Imposter Syndrome. And yes, it lives in the C-suite.
The Paradox of Success
You’d think that reaching the highest levels of leadership would silence internal doubts. That with every promotion, award, and achievement, the inner critic would fade.
But the reality is different.
Imposter Syndrome doesn’t disappear with success—it often grows with it. A study published in the Journal of Behavioral Science estimates that 70% of people will experience imposter feelings at some point in their careers. In executive roles—where visibility is high and the pressure to perform is constant—these feelings can intensify.
A 2020 KPMG survey found that 75% of female executives across industries have experienced Imposter Syndrome at certain points in their careers, despite having years of accomplishments behind them.
Why the C-Suite is a Breeding Ground for This Syndrome
Imposter Syndrome in senior leadership isn’t a sign of incompetence. It’s often the result of perfectionism, pressure, and isolation. Why?
Increased visibility and responsibility. In executive roles, mistakes are more public, and decisions are more scrutinized.
There’s no manual. Unlike earlier career stages, executive roles are less defined. This lack of clarity feeds self-doubt.
Success is redefined. Past achievements seem irrelevant when the bar keeps rising.
Few safe spaces. Vulnerability at the top can feel risky. Many leaders suffer in silence.
Despite outward confidence, many executives quietly question their worth. According to a 2023 McKinsey report, 47% of senior leaders admitted to feeling "not good enough" or "unqualified" in their roles at least once a week.
The Psychological Toll
If left unchecked, imposter feelings can:
Fuel chronic overwork and burnout.
Undermine decision-making due to constant second-guessing.
Inhibit innovation due to the fear of failure.
Prevent executives from seeking mentorship or psychological support.
Breaking the Silence
What works? A combination of self-awareness, cultural change, and professional support.
Name it. Awareness is the first step. Saying "I’m experiencing imposter feelings" shifts it from identity to experience.
Challenge cognitive distortions. Therapies like CBT (cognitive behavioral therapy) help reframe perfectionistic and all-or-nothing thinking.
Normalize vulnerability. When leaders speak openly about their internal struggles, it sets a precedent.
Build psychologically safe cultures. Executive teams need spaces where they can show up fully—confident and uncertain.
Redefining Leadership Strength
Being a leader isn’t about having all the answers. It’s about being grounded enough to ask the right questions—and resilient enough to tolerate discomfort.
Success doesn’t cure Imposter Syndrome. But reflection, support, and authenticity can.
So the next time your inner critic whispers, “You don’t deserve this,” try answering with something stronger:
“I’ve earned my place. And I don’t have to be perfect to belong.”