Observations
Impostor Syndrome is a psychological condition—a recognised pattern of thoughts, feelings, and behaviours that cause a person distress, impaired daily functioning, or significant departures from behavioural norms. Imposters (individuals suffering from Imposter Syndrome) experience emotional trauma that overwhelms their ability to manage life and work. They’re often in a state of mild to full-on panic, never feeling entirely safe or emotionally stable, no matter what they’re doing. Impostor syndrome subtly undermines leaders’ self-confidence and affects the workplace cultures they build. Imposters often succumb to fear-driven decision-making, obsessive perfectionism, and inconsistent leadership.
At its core, impostor syndrome stems from a deep feeling of being a “fraud” who doesn’t deserve their status or success—believing they’re a failure posing as a success. This emotional prison of extreme self-doubt, fueled by skewed comparisons with others (despite evidence to the contrary), causes them to self-sabotage and behave unpredictably.
Imposter syndrome is a common cause of conflict in Family Business, making many entrepreneurial leaders ultra-defensive, especially with senior staff or family members. They fear that anyone allowed too close will see through their defences and recognise the “real,” undeserving person beneath the surface.
For business leaders, Imposter Syndrome manifests as constant, exhausting play-acting to mask their lack of self-belief. It’s often seen in founders who started businesses to prove a point, or in CEOs appointed through flawed succession processes before they or others believed they deserved the role.
They might engage in self-talk such as:
•“I’m not qualified to run this business.”
•“I don’t deserve the success/awards/recognition/wealth I’ve received; others are more capable and worthy.”
•“If they knew the truth, everyone would see I’m just winging it.”
•“I’m not the right person to lead—it was better under Dad/Mum.”
Effects on Sufferers
Sense of self-worth: The individual’s identity and worth may be tied too tightly to performance outcomes and external validation. They become trapped in perfectionism, suffering chronic anxiety from never achieving their impossible standards.
Fear of exposure: Living in fear that others will see through their façade, they avoid delegating real authority or asking for help, fearing vulnerability will be exposed.
They may still allocate operational tasks and hold staff accountable, but without granting real strategic authority—leading to “accountability without authority,” which frustrates staff.
Overworking: Imposters take on too much work to compensate for feeling inadequate, prioritising volume over quality. Their racing minds and lack of sleep put them at high risk of burnout, especially in businesses driven by raw energy rather than sound systems.
Arthur or Martha? Imposters oscillate between high motivation and self-doubt, swinging from full-steam-ahead to emotional paralysis.
Effect on Workplace Culture
Strong leaders shape workplace culture. When a leader fears mistakes, risk-taking declines, and psychological safety erodes. Staff are discouraged from showing initiative, and business plans fall out of sync with reality. Leaders who can’t admit uncertainty or accept feedback create a culture that discourages learning and honesty—the opposite of what’s needed.
Leaders who hide fears by overworking project the same demand onto others, fostering a culture of overwork and collective burnout. Their tendency to flip between micromanagement and retreating from decisions creates instability, mirroring their own emotional chaos.
Ironically, being good at what they do brings success—until it doesn’t.
Strategies and Solutions
Imposters, and those who support them, can facilitate positive change:
1Train and practice Growth Mindset: Work with a coach, mentor, or colleague to reframe challenges as learning opportunities.
2Reality check thoughts and feelings: Acknowledge the Imposter’s thoughts and measure them against observable facts. Use evidence to challenge self-doubt and open constructive discussions.
3Normalise vulnerability: Compare with others who’ve faced similar situations to show the Imposter they’re not alone.
4Practice delegation and trust: Delegate low-risk tasks and involve the Imposter in feedback sessions to build confidence in others and visualise the benefits of trust.
5Review and reflect on accomplishments: Use journals, coaching, professional forums, or regular feedback to review performance and validate achievements.
Taken from the up coming book:
“Family Business” … makes no sense!
(60 Common Causes of Family Business Conflict, and how to deal with them)
