Imposter syndrome – a feeling of inadequacy despite evidence of competence – plagues many professionals, especially those stepping into new or elevated roles. It’s the persistent voice of self-doubt, whispering, “I’m not good enough” or “Soon they’ll realise I don’t belong here.” For leaders, this internal struggle can be particularly debilitating, undermining confidence and authenticity.

Yet, imposter syndrome isn’t a sign of weakness; it’s often a natural byproduct of high expectations and ambition. The good news is that it can be reframed and managed, transforming self-doubt into a driver of growth.

Drawing on insights from OWLead’s recent LinkedIn Live event with Cate Mullins, CEO of OWLead and former lawyer, and award-winning clinical psychologist Dr. Richard Chambers, this article explores how leaders can embrace vulnerability, build confidence, and navigate the complexities of imposter syndrome.

Imposter syndrome is remarkably common among high achievers, including leaders in the legal profession. Whether it’s a newly promoted team leader managing more experienced colleagues or an established executive stepping into a new challenge, self-doubt often accompanies leadership transitions.

However, the presence of imposter syndrome is not inherently negative. A degree of self-awareness, which underpins these feelings, is a hallmark of good leadership. It can keep leaders grounded, encourage reflection, and foster a mindset of continuous learning.

Rather than viewing imposter syndrome as a barrier, leaders can treat it as a signal: an opportunity to pause, assess their strengths, and seek meaningful growth.

Confidence doesn’t require knowing everything. In fact, some of the most effective leaders thrive because they embrace a learning mindset and lean into their strengths.

Practical strategies to build confidence include:

• Preparation: Whether it’s a critical meeting or a high-stakes presentation, entering prepared with clear intentions can reinforce a sense of control and capability.
• Body Language: Small adjustments, like standing tall, maintaining eye contact, or adopting a firm handshake, can signal self-assurance to others—and to yourself.
• Action Over Perfection: Focus on taking the next step rather than achieving perfection. Progress builds momentum and, over time, confidence.

During the event, CEO Cate Mullins shared her experiences as a newly promoted leader, recalling when she transformed self-doubt into credibility by engaging her team through questions and collaboration. By leaning into her role as a facilitator rather than an all-knowing authority, she led by creating space for others to excel.

Contrary to traditional notions of leadership, vulnerability is not a weakness – it’s a strength. Leaders who admit they don’t have all the answers create psychological safety within their teams, encouraging open dialogue and innovation.

Vulnerability also fosters authenticity, which builds trust. Teams are more likely to rally behind a leader who is real and approachable than one who projects a facade of invincibility.

For legal professionals, where precision and control are often prized, embracing vulnerability can feel counterintuitive. But as Cate Mullins emphasises,

“Leadership is not about perfection – it’s about connection. By being open about your struggles, you allow others to share theirs, fostering stronger, more cohesive teams.”

The demands of leadership, particularly in high-pressure environments like law, can take a toll on mental health. Mindfulness and self-compassion are invaluable tools for navigating these challenges.

• Mindfulness: Staying present helps leaders manage stress and avoid being overwhelmed by self-critical thoughts. It enables clearer decision-making and a sense of calm amid chaos.
• Self-Compassion: Treat yourself with the same kindness you’d offer a friend or colleague. Recognise that mistakes are part of growth, not a measure of worth.

By integrating these practices into their daily routines, leaders can build resilience and maintain their well-being while effectively supporting their teams.

Imposter syndrome may never fully disappear, but it doesn’t have to dictate your leadership journey. By reframing self-doubt as a sign of growth, embracing vulnerability, and taking actionable steps to build confidence, leaders can transform their perceived weaknesses into strengths.

For legal professionals in particular, where the stakes are high and self-criticism is pervasive, these strategies can create a foundation for long-term success. Leadership is not about always being certain – it’s about leading authentically, learning continuously, and empowering others to do the same.

What challenges have you faced as a leader? How have you navigated self-doubt or imposter syndrome in your career? Why not email us – hello@owlead.com.au – we’d love to hear your thoughts and explore scenarios you’d like us to analyse in future events.

If you’re ready to elevate your leadership skills, OWLead offers tailored solutions – including online learning programs – for legal professionals and business leaders. Book a consultation today with our CEO, Cate Mullins, to explore how we can support your journey.