Beyond the C-Suite: Thriving as a Leader in the Polycrisis by Tackling the Imposter Phenomenon

The corner office is no longer a fortress of certainty. Today’s leaders face unprecedented external challenges and, for many, an insidious internal battle: the imposter phenomenon. We explore how recognising this is crucial for navigating the polycrisis and redefining the very nature of modern, effective leadership across both public, private and charitable sectors.

The ground beneath the C-suite is shifting. Leaders are facing unprecedented external challenges and, for many, an insidious internal battle: the imposter phenomenon. This article explores how recognising and addressing this phenomenon is crucial for navigating the “polycrisis” – a term describing our era’s simultaneous and interconnected global challenges – and ultimately, for redefining leadership itself.

The Silent Saboteur: Understanding the Imposter Phenomenon
Imagine reaching the pinnacle of your career yet feeling like a fraud, fearing exposure as incompetent. This is the imposter phenomenon (IP), a psychological pattern where individuals doubt their skills and accomplishments while fearing exposure. Often felt as a personal anxiety, IP is shaped by organisational culture and high-pressure environments.

 
• Prevalence: The experience is common. Research suggests up to 70% of individuals experience these feelings at some point, irrespective of success or intelligence.
 
• Manifestations: IP isn’t a single experience; it manifests in several patterns:
     
  • The Perfectionist: Sets high goals and feels like a failure when falling short, even slightly.
     
  • The Superwoman/man: Feels they must work harder to prove their worth.
     
  • The Natural Genius: Believes true competence means ease, and struggles when hard work is required.
     
  • The Soloist: Feels they must accomplish tasks alone and sees asking for help as a weakness.
     
  • The Expert: Fears being exposed as inexperienced and constantly seeks new training.
   
• Impact on Leadership: For senior leaders, IP can be debilitating. It drives self-doubt, reluctance to delegate, overworking, and hesitation to embrace bold strategies – precisely what’s needed in a polycrisis.

The Polycrisis: A Storm of Interconnected Challenges
The term “polycrisis,” popularised by historian Adam Tooze, encapsulates today’s global landscape. It’s not just one crisis, but several—climate change, geopolitical instability, technological disruption, and inequality—all interacting and amplifying each other.

 
• Complexity and Uncertainty: Unlike traditional crises, the polycrisis is defined by complexity. A solution in one area may inadvertently create problems elsewhere, forcing leaders into an environment where historical data no longer reliably predicts the future.
 
• The View from the Top: Pressure is acute at senior levels. A recent PwC global survey of CEOs revealed that 40% believe their organisations will not be economically viable in ten years if they continue on their current path. This isn’t just a forecast; it reflects the pressure leaders face. The scale and interconnectedness of these challenges create conditions ripe for IP to flourish.

The Evolving CEO: From Strategist to Sense-Maker

In the face of the polycrisis and the internal battle with IP, the CEO role is transforming. The image of the all-knowing, infallible leader is becoming obsolete. New CEOs are “sense-makers,” who navigate ambiguity, foster resilience, and inspire collective action.

 
• From “Hero” to “Orchestrator”: Rather than the sole problem-solver, today’s CEO orchestrates diverse teams and leverages collective intelligence. This shift alleviates IP by distributing responsibility.
 
• Embracing Vulnerability: Leaders who acknowledge uncertainty and personal challenge build psychological safety. This authenticity strengthens trust and encourages openness.
 
• Prioritising Well-being: Recognising the pressure on themselves and their teams, modern CEOs prioritise well-being, fostering cultures that support mental health and prevent burnout.

Building Resilience: Strategies for Leaders

Overcoming IP and leading through the polycrisis requires a conscious effort to build personal and organisational resilience.

 
• Self-Awareness and Acceptance:
     
  • Recognise the Signs: Learn to identify when imposter feelings emerge.
     
  • Externalise It: Understand IP as a common, not a personal failing.
     
  • Challenge Negative Self-Talk: Counter doubts with evidence of achievements.
     
  • Practice Self-Compassion: Treat yourself with the same understanding you’d offer a friend.
   
• Seek Feedback: Use constructive feedback to gain a balanced perspective.

• Strategic Action & Organisational Support:
  

     
  • Mentorship and Sponsorship: Seek mentors for guidance and sponsors who advocate for growth.
     
  • Build a Strong Support Network: Surround yourself with trusted advisors and peers.
     
  • Foster a Culture of Learning: Encourage continuous learning, making it safe to experiment and learn from mistakes.
     
  • Promote Psychological Safety: Create an environment where individuals feel safe to speak up and admit mistakes without fear; critical for combating IP and crisis management.
     
  • Delegate Effectively: Empower your team with responsibility. This lightens your load and fosters development.
     
  • Celebrate Successes: Acknowledge achievements to reinforce capabilities and counter self-doubt.
   

The journey through the polycrisis is fraught with challenge. However, by understanding these forces, embracing a new leadership model, and cultivating resilience, leaders can not only survive but thrive. The future of leadership isn’t about having answers; it’s about having the courage to lead, learn, and adapt in the face of the unknown.