Theme #2: Feeling Like an Imposter

Themes I’m noticing in my coaching conversations with leaders

I’m continuing the series I started last month — sharing themes I’m seeing in my coaching work with leaders.

Theme #2: “I feel like I’m going to be found out”

One of the most common themes I hear in coaching conversations is this:

“At some point, people are going to realise I don’t belong here.”

What’s striking is not just how often I hear this…

…but who I hear it from.

These are people in senior, high-impact roles.
People others look to for direction.
People with significant experience and track records of success.

And yet, in the safety of a private conversation, many quietly admit:

They feel like a fraud.
They feel they’ve somehow slipped through the net.
They’re waiting to be “found out.”

You’re not the only one

Research suggests that around 60% of people experience what’s often called imposter syndrome — and some studies suggest it may affect up to 70% of us at some point.

So if this is something you’ve felt, you’re very much not alone.

But knowing that doesn’t always make it easier.

Because these thoughts don’t show up as abstract concepts.
They feel real. Personal. Convincing.

When do these feelings show up?

What I see time and again is that these feelings often surface when we feel like an “outsider” in some way.

That might be:

- stepping into a more senior role for the first time
- moving into a new sector or organisation
- being different from the majority around you — in terms of background, education, class, race, gender, or sexuality
- or simply being the “new leader on the block”

Research backs this up.

Imposter feelings are often stronger in environments where we feel underrepresented or different from the dominant group — particularly during periods of transition or increased visibility.

Even at the very highest levels, this shows up.

Recently, tennis player Coco Gauff spoke openly about experiencing imposter syndrome — despite being a Grand Slam champion and one of the top-ranked players in the world.

She described moments where, even as her achievements are being announced, “it doesn’t feel like me” — and at times she finds herself thinking she shouldn’t be where she is.

Because it reminds us that these thoughts aren’t a sign that we don’t belong.
They’re something many of us experience — even when we clearly do.

In other words, it’s not a reflection of capability.

It’s often a response to context.

The hidden cost

Left unchecked, these thoughts can quietly shape how we lead.

We might:

- over-prepare or overwork to “prove” ourselves
- hold back our voice in key moments
- avoid taking up space or sharing a perspective
- or push ourselves to exhaustion trying to meet an imagined standard

From the outside, this can look like high performance.

But internally, it often feels like pressure, doubt, and constant vigilance — and over time, this can lead to burnout.

A different way to look at it

One of the most helpful shifts I see with leaders is this:

Moving from
“This feeling means I’m not good enough”

to recognising:
“This is a thought — not a fact.”

We often treat our thoughts as truth.
As something to believe without question.

But you are not your thoughts.
And you don’t have to believe every thought you think.

If you notice an unhelpful thought — “I don’t belong here”, “I’m not good enough” — you don’t need to fight it.

You can simply:

Notice it.
Acknowledge it.
And let it move on.

Another thought will come along.

You don’t need to build your identity around the first one that appears.

Creating even a small amount of distance between you and your thoughts can be enough to change how you respond — and how you lead.

What helps

There isn’t a single fix, but a few things consistently make a difference:

1. Naming it
Bringing the thought into the open — even in a small, trusted space — can reduce its power.

2. Separating feeling from fact
Just because something feels true doesn’t mean it is true.

3. Looking at the evidence
What have you actually done, achieved, contributed?
Often, the data tells a very different story.

4. Not doing it alone
Whether that’s through coaching, mentoring, or trusted peers — having a space to sense-check your thinking matters.

A quiet truth

Many of the leaders you respect and look up to have felt this too.

They’ve just learned how to recognise it — and not let it define how they show up.


If this is something you’re navigating at the moment, you don’t have to figure it out on your own.

And if it resonates, I’d really value hearing your experience.

Feel free to get in touch.

References

Salari et al. (2025). Global prevalence of imposter syndrome in health service providers – approx. 62% prevalence.

Haney et al. (2018). Estimate that up to 70% of people experience imposter feelings at some point.

Bravata et al. (2019). Systematic review showing prevalence ranges from 9% to 82% depending on context.

Clance & Imes (1978). Original research on the impostor phenomenon.

APA / related summaries: Higher prevalence in contexts where individuals feel underrepresented or are in transition.