The term 'imposter syndrome' medicalizes a normal human condition and is too general to be helpful. A more effective approach is to identify specific, situational 'confidence gaps.' This reframing allows leaders and coaches to address the root causes of insecurity rather than an all-encompassing, unhelpful label.
The objective of a tough conversation isn't just to deliver bad news but to leave the recipient feeling better because an issue is now on the table and can be addressed. Honesty delivered with a coaching mindset builds trust and prevents the damaging shock of a surprise negative evaluation later.
Childhood experiences, like growing up in a chaotic environment, can create negative leadership traits like being overly controlling. Identifying these root causes is crucial. Leaders can then create a personal mantra to consciously shift their behavior toward trusting their team and embracing ambiguity.
To succeed on an executive board, you must shed your functional hat. While you bring expertise from your area (e.g., marketing), your primary responsibility is to consider the health and growth of the entire company. A 'total company' perspective is essential for credibility and impact at this level.
To foster ownership and develop your team, resist the urge to solve their problems. When they present an issue, listen and then ask the pivotal question: 'Now what are you going to do about it?' This simple phrase forces them to take the first step, promoting learning and accountability.
To manage a CEO who generates a constant stream of ideas, a senior leader must act as a filter. Decide which ideas serve the company's growth and ignore those that are distractions, even telling the CEO you do so. This builds a relationship based on strategic alignment, not just pleasing the boss.
Leaders often compartmentalize their 'work self' from their 'parent self.' However, showing the more relaxed, curious, and human side you exhibit with your children can transform team dynamics. It makes you more approachable and builds stronger, more trusting relationships with your team.
When considering a new job, go beyond the role and culture. Analyze if you are strategically set up for success. This includes the company's competitive position, the budget and resources you'll have, and whether key leadership is backing you. A great role in a poor strategic setup will likely fail.
Don't let fear of a new role hold you back; embrace it as a positive indicator. Being nervous means the job is outside your comfort zone, which is where real growth happens. If a potential new role doesn't scare you a little, it probably won't stretch you enough.