Silence your inner critic

You are not alone in feeling your achievements are a fluke; many successful leaders admit to feeling like an impostor.

Ever feel as if your achievements are a fluke or that you’re one conversation away from being outed as a fraud? Well, you’re not alone. Welcome to impostor syndrome, an affliction affecting many of us.

Many leaders admit to feeling like an impostor: Atlassian co-founder Mike Cannon-Brookes; world champion surfer Layne Beachley; and Business Chicks global chief executive Emma Isaacs. Even actress and director Jodie Foster said she felt that winning an Oscar was a fluke.

So what can you do about it? Start by embracing it. It’s a reminder that you’ve pushed yourself beyond your comfort zone. Debra Hazelton, who broke cultural and gender barriers when she was Mizuho Financial Group’s Tokyo-based general manager, says: “I’ve still got a sense that, unless it’s difficult for me, I’m not bringing value.”

Hazelton appears in Woman of Influence, my collection of interviews with 12 of Australia’s leading businesswomen. Impostor syndrome crops up frequently in the book because, whether you’re Janine Allis, Marina Go or any other success story, doubts about pulling it off go with the territory.

Leaders learn to reframe their thoughts, knowing such uncertainties aren’t founded on anything real. Those feelings of inadequacy and fear are all in your head, so try formulating a new way of thinking about your situation that supports your desired result.

When I was offered my dream role in publishing 13 years ago, it seemed too good to be true. I was 31 and was supposed to replace a terrific professional, a man 20 years my senior. It’s extraordinary to think of this today, but I declined the role twice. Then I read something that changed everything. It’s common knowledge now but 13 years ago the research was new: men believe they need 60 per cent of the qualifications to apply for a promotion while women won’t go for it unless they have 100 per cent.

I speculated that if a man pursued the role with just 60 per cent of the credentials and landed the gig, I’d kick myself for the rest of my career. So I took the job, leading 100-plus people, joining the executive board and running acquisitions and mergers. It’s the best thing I could’ve done. It taught me so much and still helps me excel in my business today.

Nonetheless, for the two years I spent in that position I never felt qualified or good enough to be there. The horrible fear of being discovered was pervasive. I walked away with terrific results, a high-performing team and my integrity intact. I only wish I enjoyed the journey more because now I know there’s no point aiming for perfection. Perfection doesn’t exist.

These days I remember I’m in good company. It helps to acknowledge that others feel like fakes, too. You also should accept external affirmation because your inner judging panel is usually stacked with harsh critics. Other people think you’re great, so take their good opinion into account when the voices in your head start up.

Impostor syndrome isn’t a gender-specific phenomenon but men and women do deal with it differently.

REA Group chief executive Tracey Fellows agrees women are much more open about it. “My experience dealing with other senior women working for or with me reveals a constant theme: ‘One day they’re going to find out I’m not good enough.’ I rarely hear the same admission among men; don’t they ever have moments like that?”

I’m positive they do, but maybe they’re less likely to admit it to others. If nagging insecurities have become your achilles heel, bask in their positive side effects. Being humble, being honest and acknowledging your flaws with humour and without fear: that takes a leader.

Gillian Fox is managing director of Gillian Fox Leadership Development.