The Siren Song of Self-Doubt

At the helm of every great business lies a leader, navigating the treacherous waters of uncertainty, competition, and decision-making. Yet, like Odysseus, even the most accomplished of these captains can find themselves lured by the haunting melody of self-doubt. Tej Lalvani of Vitabiotics is a classic example of somebody who doesn’t need to feel inadequacy, yet still does. We are all human, including inspirational superstars like Tej, and with every promotion, every expansion, and every critical choice comes the nagging question: "Am I really worthy of this responsibility?"

Say hello to the phenomenon of imposter syndrome and its sinister cousin, overwhelm, lurking, ready to pounce on all who dwell in the world of business leadership. 

Let us delve into the origins of these unwanted emotions, take a look at the perils they pose, and the benefits of harnessing a robust network to keep them at bay.

The Uninvited Guests 

Imposter syndrome is a psychological phenomenon, first documented in 1978 during a study of high performing women, wherein accomplished individuals experience persistent feelings of inadequacy, fraudulence, and self-doubt. Despite a wealth of evidence to the contrary, these individuals can remain convinced that they do not deserve their success and fear that they will be exposed as frauds.

Overwhelm, on the other hand, is the sensation of being crushed beneath an unmanageable load of tasks, expectations, or emotions. In business leadership, overwhelm often arises from the dizzying array of responsibilities and decisions that must be made on a daily basis.

The two afflictions are, of course, often bedfellows. Feelings of incompetence exacerbate overwhelm, the inklings of which can bring feelings of self-doubt. 

Surely we know we are better than this! 

Susceptible Monarchs 

As Facebook COO Sheryl Sandberg once confessed, "There are still days when I wake up feeling like a fraud." Indeed research suggests that approximately 70% of individuals will experience imposter syndrome at some point in their lives, and there’s a significantly high prevalence among high-achieving professionals. 

In the same study as above, carried out by the International Journal of Behavioural Science, 48% of executive-level respondents reported experiencing imposter syndrome frequently or constantly. Studies have demonstrated that entrepreneurs and business leaders are particularly susceptible to feelings of overwhelm, and this is often linked to two factors: 

• The unique pressures and demands of their roles.
• A feeling of solitude, experienced by many at the top of their game. 

Invisible Handcuffs 

The insidious nature of imposter syndrome and overwhelm is that they can cripple even the most competent and confident of leaders. Left unchecked, these emotions can have significant consequences for both the individual and the organization they represent.

• Decision paralysis: Leaders plagued by self-doubt are likely to find themselves unable to make crucial decisions, fearing that any misstep will expose their perceived incompetence. 
• Stifled innovation: A leader consumed by imposter syndrome may be reluctant to pursue bold, innovative ideas, fearing that failure will confirm their fraudulence.
• Diminished employee morale: The emotional state of a leader has a profound impact on the morale and productivity of their team. A leader who is perpetually overwhelmed or wracked with self-doubt may inadvertently foster a culture of anxiety and insecurity.
• Burnout: Overwhelm can lead to chronic stress and, ultimately, burnout, as leaders struggle to juggle an ever-expanding array of tasks and expectations.

The Sages' Arsenal 

While there may be no panacea for imposter syndrome and overwhelm, there are many strategies individuals can exercise to keep these emotions in check.

• Cultivate self-awareness: Recognising the signs of imposter syndrome and overwhelm is the first step in addressing them. As the ancient Greek aphorism goes, "Know thyself."
• Practice self-compassion: Rather than chastising oneself for perceived shortcomings, leaders should treat themselves with the same kindness and understanding they would extend to a friend or colleague.
• Seek external validation: Sometimes, the most potent antidote to self-doubt is the reassurance of others. Leaders should not hesitate to solicit feedback from trusted peers or mentors, who can provide valuable perspective and affirmation.
• Reassess expectations: Unrealistic expectations can be a breeding ground for overwhelm. By regularly evaluating and adjusting expectations, leaders can ensure that they are setting achievable goals for themselves and their teams.
• Divide and conquer: Ensuring large and seemingly unmanageable workloads are divided into bitesize chunks, makes anything look more reasonable and enables efficient delegation. 
• Delegate and prioritise: One of the most effective means of combating overwhelm is to delegate tasks and focus on the most critical responsibilities. By doing so, leaders can avoid spreading themselves too thin and ensure that their energy is directed toward the most impactful endeavours.

In an interview with Jordan Peterson, Chris Williamson and he acknowledge that experiencing Imposter Syndrome naturally occurs with every move up the career ladder, and share views on how the experience can be used positively.

The Fellowship of Success 

"Alone we can do so little; together we can do so much," mused Helen Keller. Indeed, the power of a strong network cannot be overstated when it comes to managing imposter syndrome and overwhelm due to the many benefits.

• Collective wisdom: A network of peers and mentors can offer invaluable advice and guidance, helping leaders to navigate challenges and make informed decisions.
• Emotional support: Sharing one's struggles and triumphs with a supportive network can help to normalize feelings of imposter syndrome and overwhelm, fostering a sense of camaraderie and resilience.
• Diverse perspectives: A diverse network can provide fresh insights and ideas, enabling leaders to approach problems from new angles and challenge their own assumptions.
• Accountability: Buddying up with other members, allows peers to help hold each other accountable for their actions and decisions, ensuring that they stay on track and maintain a healthy work-life balance.
• Opportunities for growth: Networking can lead to new opportunities for personal and professional growth, helping leaders to build their confidence and competence.

Groups such as the Tables hosted by TableNetwork ensure to encompass all of the above, so that business owners and leaders can gain the support of peers, and combat any feelings of inadequacy. 

Stepping Out of the Shadows

In the end, the battle against imposter syndrome and overwhelm is a deeply personal one. Yet, as we have seen, the support and wisdom of a robust network can be a formidable ally in this struggle.

By recognizing and addressing these emotions, cultivating self-compassion, and harnessing the power of a strong network, business leaders can free themselves from the shackles of self-doubt and overwhelm, stepping boldly into the light of their true potential.

Let us leave our captains with a final word of encouragement from Theodore Roosevelt: "Believe you can and you're halfway there." With this conviction and the backing of a steadfast network, we, the great pretenders, can at last shed our masks and embrace the mantle of leadership that is rightfully ours! 

Ed Fowkes

May 2023