There's three magic words that can help you overcome imposter's syndrome. They'll also improve your team's engagement. "I don't know." I was trained early on to be "seldom wrong, but never in doubt." I had to have all the answers if I wanted to be successful. It's taken me decades to get out of that fixed mindset. Many times I slip back into it. But it doesn't help team motivation if you're not willing to be the know-it-all, do-it-all -- or signal that everyone else also needs to have all the answers. As leaders, we need to point to the mountain we want to climb as a team. We need to be inspirational, motivational and set lofty goals. But the more we're able to say "I don't know the exact route to get there" the more our teams will enlist to take on challenges with us. We're building learn-it-all organizations, instead of know-it-all organizations packed full with imposter syndrome. Paraphrasing Rodney Evans, "we wouldn't have imposter's syndrome if we didn't spend so freaking much time faking it." In many ways, I'm glad to hear that 71% of CEOs have imposter syndrome. It's a lot easier to learn and grow from that than by being fully convinced you really have all of the answers. The other 29% might be a bigger concern... 🔗 Read on for Brian Delk's great coverage of Korn Ferry's study in Bloomberg #leadership #engagement
The less I know, the better my life. Let me qualify that. I am a voracious reader. I am obnoxiously curious. I ask questions others often will not. I want to be informed, to learn, to put abstract notions together in different ways. I had it all figured out when I was 40. I no longer require myself to have all the answers. The years since have been invested into divesting myself of things I know so that I have room to learn and grow. So, the less I know, the better my life. Thanks for posting...
Brian Elliott, completely agree! CEOs are facing the significant challenge of the faster pace and unpredictability of marketplace developments in our highly-digitalized business ecosystems. Such operating conditions require the ongoing decentralization of decision-making so that frontline workers can be sufficiently responsive to customers'/business needs. Centralized control is simply too slow in many situations now. Giving up decision-making power--especially during periods of great change as we are experiencing--is not easy. Moreover, the changes are multidimensional and interdependent, so one person--feeling confident or not!--is highly unlikely to make optimal choices for the business based on their particular context, synthesis, and analysis. Diverse perspectives and ideas, combined with good debate on critical strategic issues, is imperative these days. Moreover, on your great motivational point, Paul Zak's work on trust also found that oxytocin--which stimulates feelings of trust--is stimulated when leaders ask their team members for help. Practicing empathetic leadership by asking for others' contributions deepens relationships and improves collaboration. Great points to highlight!
We all reach a point where we don't know what comes next. For many it's late in their career, but for most people it happens shortly after breakfast.
Wow, 71% of CEOs have imposter syndrome?! Unexpected but good to know it happens to everyone!
As you said, I'm more concerned about the 29% of CEOs who believe they have all the answers... What I see in transformations though is that teams will be less receptive of being asked "help me figure it out", if the change has already been imposed on them. E.g. reorganisation has already happened, headcount has been reduced, and only at that point the leader is asking for help in defining the new roles & responsibilities. This is where outside experts may be able to offer a more impartial view.
People want to be heard. They want to trust. As an executive leader you need to be able to alleviate their fears as a focus of who you are - and this all starts with overcoming imposter syndrome. What do you want to be known for. How do you make people feel? What do people think of you when you are not in the room? All of these areas will help dictate what kind of pushback leaders may get, and also diminish it totally. Leadership style is crucial. Most don't know what theirs is, or rather they THINK they do, but still have issues in various aspects of what they do. Body language is a core element to leadership development that many miss out on and it can really help executives get that confidence they need. It also allows them to show active empathy, and build trust beyond what words can say.
Thank you for this piece Brian Elliott. Echoes something similar from the delicious Sam Conniff over at Uncertainty Experts. As you say, the words that FOLLOW those dreaded three words are the truly transformative ones - "...but with curiosity, collaboration and ambition I've little doubt this team will find a solution/way forward" / Being vulnerable and real about NOT having the answers will take time to wean leaders off of that pressure. Sadly we've told leaders that omnipotence and knowing it all was their primary task. Thanks for the work you do. Thoughts Mark Edgar Naomi Titleman Paul McCarthy Joshua Siegal Ashira Gobrin
So powerful. Happy to say, as my org has grown, there are more and more things I don’t know.
Love the article. Indeed, The Dunning Kruger effect applies to all of us.
Advisor, speaker & best-selling author | startup CEO, Google, Slack | Forbes' Future of Work 50
2wCoverage of the Korn Ferry study by Brian Delk: https://www.bloomberg.com/news/newsletters/2024-06-25/imposter-syndrome-reported-by-71-of-ceos?srnd=undefined