Imposter Syndrome for Newly Promoted Leaders

Great professionals don’t automatically make great leaders, just like great operations directors don’t automatically become great executives.

If you expect your past successes to naturally translate into a new context, you’re in for some surprises. Yes, some principles, like work ethic, curiosity, and how you build relationships will be very useful, and you need to keep leaning on them. But others will not. That is why there is a whole field called leadership development. For example, being a great lawyer who can passionately fight back in a courtroom does not translate well to managing a team of lawyers who will push back on your leadership initiatives with just as much passion. A lawyer’s win-or-lose rulebook is no longer relevant in a collaborative environment. Or a thorough doctor with high, strict standards for herself can easily become a harsh, micro-managing leader, leading to high team turnover. An operations director who enjoys long hours may be left puzzled (and yes, annoyed) when he watches his team clock off at 5 pm because they want to spend time with their kids or pursue other interests.

It is at this point, when newly promoted leaders try to apply what worked in the past and see it crumble, that they start feeling like imposters, or in short, that they are ‘not cut out for the role’ they took on. The problem isn’t that they need to develop additional managerial and leadership skills (which they do), but that their self-talk starts getting in their way, making it harder than it already is. And it is this self-talk alone that can derail an otherwise successful leadership transition.

- “I’m starting to think that I’m just too sensitive for this role as a leader.”

- “I don’t know why I’m so indecisive — definitely not a leadership quality.’

These are just two examples of how self-talk is doing damage to these leaders rather than helping, and why it’s important for any leader transitioning to higher roles to surround themselves with people who could support them: managers who instil trust and guide when needed, mentors who may have gone through similar experiences, and peers who are navigating such transitions themselves.

As a coach, I’m often the first to hear these doubts verbalised in a confidential space. A few simple, but accurate interventions can stop that negative self-talk from taking roots, while nudging leaders to re-focus on matters: that they are learning a new set of skills, they it may take time to become good at managing challenging team members, that people often resist change no matter who leads it, that they are going through an identity transition from being a great player to now learning how to be a good leader. And it shows up every time people step up: whether its a transition from an individual contributor to first-time people manager role, or moving up into, and finding your ground in, the executive c-suite.

If you’re going through such a transition yourself, or you’re helping someone transition well, remember this: help your leaders find a safe space to name the self-talk that emerges, because early adjustment is easier to make than undoing the layers of doubt months later. When leaders are promoted before they are fully ready — this self-talk matters even more.

77% of CHROs lack confidence in their bench strength for critical roles*

An HRBP from a global organisation said to me in a private meeting: “People are often promoted without being ready. Your ‘Promoted’ program helps do that”. If the environment is well set up, that derailing self-talk will happen less. But it will still happen, especially during challenging times. Since leaders often don’t share their doubts with others (because they want to be seen as capable), it is their job to keep that self-talk in check.

How to address negative self-talk during leadership transitions

Instead of giving you a 3 or 4-step formulas (which exists), I’ll tell you what stopped these two leaders above from having these negative self-concepts become ingrained beliefs.

Self-talk trap 1: When "I'm too sensitive" is the wrong diagnosis

“I’m starting to think that I’m just too sensitive for this role as a leader”. 

Ashley said this in our 6th session after she had a difficult and honest conversation with a challenging team member who passionately pushed back and questioned Ashley’s leadership skills. The “I’m too sensitive” thought came as a result of Ashley feeling emotionally impacted by such harsh pushback. And that’s where the early intervention was needed. I said to her, “I don’t think you’re too sensitive.” (That got her attention away from a narrative that was starting to build in her mind). “I think you’re too impatient with yourself.” 

This landed. After a few moments of processing this idea, Ashley said this was not the first time she’d heard this feedback. That she can be impatient with herself. “I’m being impatient” is very different from “I’m too sensitive for this role.” One helps take a long-term view, so needed for leadership, while the other fuels the imposter thoughts that, if left unchecked, can become imposter syndrome.

27-46% of executive transitions fail (McKinsey, 2018)*

Self-talk trap 2: When "I'm indecisive" becomes a self-fulfilling belief

“I don’t know why I’m so indecisive — definitely not a leadership quality”.

 It was the 40th minute into our 1st coaching session that I heard Michael make this all-encompassing claim: “I’m indecisive.” A dangerous self-talk to have in your mind because as soon as you believe it, it can enable confirmation bias, where you will look for proof that you’re indecisive. My intervention: “Michael, as I hear you speak, this is what I observe — you’re not indecisive. You are making decisions. Decisions not to feel bad about saying no to all these requests coming your way. To continue to feel good about yourself when you step in and ‘save’ your team rather than let them step up and learn for themselves. You’re choosing not to experience discomfort, and you’re choosing it daily. All you need is to apply the same decision muscle, but choose something that’s needed not only for your own growth as a leader, but also not to stifle your team.” This nudge worked for Michael, who felt empowered to decide differently going forward.

Once again, the “I’m indecisive” narrative will fuel the potential imposter syndrome. “I need to decide differently” will direct the energy towards a more solution-oriented mindset.

Final words

Leadership transitions are complex: they involve letting go of old habits, developing new skills, and upgrading our professional identity. How much support leaders have during these periods makes a big difference.

Whether you're in the middle of a leadership transition yourself or supporting someone who is — the Promoted program was built for this period. Learn more or get in touch.