The feeling of being an "imposter" is often misinterpreted. It typically signals self-awareness about being new or inexperienced, not an intent to deceive. Recognizing this allows you to reframe the feeling as normal and reasonable, rather than a personal failing that requires self-flagellation.
Actively trying to "be more confident" makes you self-conscious and forces you into your own head. Instead, shift your focus outward to connecting with and serving the audience. This external focus naturally projects confidence as a byproduct, without the self-surveillance.
If your natural communication style can be misconstrued (e.g., direct, quiet, transactional), preface interactions by explicitly stating it. For example, "I tend to go straight to action mode." This provides crucial context, manages others' perceptions, and gives you permission to be authentic.
The tension between being powerful and being likable is a false binary. Instead of choosing one, combine seemingly contradictory traits to define an authentic leadership style, such as "competitively calm" or "ambitiously communal." This creates a more effective and genuine communication persona.
Leaders often feel the need to create new metaphors for every presentation. However, audiences require hearing the same core message multiple times to absorb it. The key is to embrace the mantra "repetition never spoils the prayer" and focus on consistently delivering a few key themes.
Coined by Dr. Kate Mason, "imposing syndrome" is the fear of taking up others' time or resources. It manifests in self-diminishing phrases like "this will just take a second," which undermines the importance of your request and your own credibility before you even make the ask.