『Episode 2: Imposter Syndrome at the Top』のカバーアート

Episode 2: Imposter Syndrome at the Top

Episode 2: Imposter Syndrome at the Top

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 In this compelling episode, we delve into the often-overlooked phenomenon of imposter syndrome among top leaders and executives. Despite their success, many leaders grapple with feelings of self-doubt and inadequacy. Join us as we uncover personal stories and expert insights on how to recognize and overcome these challenges. Learn strategies to build confidence and authenticity at the highest levels of leadership. Whether you're a leader facing these feelings or someone looking to understand them better, this episode offers valuable perspectives and solutions.Transcript:Welcome back to the humble throne, where leadership is redefined through quiet strength and deep presence. I'm Todd Robatin, and today we're talking about something many leaders carry, but rarely name. This is episode two, Imposter Syndrome at the Top. Owning your space without losing your humility. Have you ever walked into a room, sat at the head of the table and thought, do I really belong here? If you have, you're not alone. And if you haven't, stick around because chances are someone you admire deeply has. What happens when the world believes in you, but you're not sure you do? Leadership isn't always about competence. It's often about doubt, especially the quiet kind. The kind we hide behind polished resumes, brave voices, and beautifully crafted reels and posts on social media. So today's episode is for anyone who's ever sat at the top and whispered, Am I really supposed to be here? First off, we have to realize imposter syndrome doesn't discriminate and isn't just for newcomers and a problem for newcomers. It doesn't care about your resume, your accolades, your corner office, the size of your team, or how much money you bring into the company every year. It whispers in the quiet moments when no one else is around. It shows up in the spaces between confidence and doubt when we least expect it. And it often hits hardest after success, when the spotlight is brightest, the self-questioning gets loudest. And here's the paradox. The higher you rise, the louder it can get. The more responsibility we carry, the less permission we feel to doubt ourselves. Why? Because visibility amplifies vulnerability. Because being seen can feel like being exposed. And here's the truth. Even humble leaders get haunted because they care. They reflect. They aren't driven by ego, but by impact. I once spoke with a CEO, someone I deeply respected, and they just led a major acquisition. They were praised publicly, celebrated privately, and yet over coffee they leaned in and said to me, sometimes I feel like I'm faking it. Like any minute someone's going to figure it out and it's all going to collapse. And to be honest, that moment cracked something open for me because it reminded me that even the most capable leaders carry quiet questions in their mind. I remember several years ago, I felt something similar in my own career. We'd gone through an acquisition of our own. And let's just say it was a chaotic transition. On the outside, I was the optimist who was everyone's cheerleader and believed the beautiful picture that was being painted by the incoming senior executives. But internally, I was scared out of my mind what a potential restructuring would do to my job, the jobs of my team, and everyone else. Or if we would even have jobs at all at the end of it. And as time progressed, we did get to a point where my position was essentially eliminated. but the local leadership for whatever reason still wanted to keep me on the team. And so they transitioned me into the safety and engineering department, something I knew very little about at first, and just said, be teachable and we'll figure it out. What resulted was them putting me in charge of two location wide projects in OSHA compliance and SOP system engineering. Something I had honestly always dreamed of doing for the company and something I was studying. in my bachelor's degree online at the time, but something that I also didn't have the qualifications in my mind to complete. My job was to come alongside every single position in every single department, learn what they do, document it all, and then craft reports for review, training, and company-wide best practices rolled out to everybody. The first time that I stepped foot in each department and started asking questions of these department heads that had been there for 40 plus years, I would feel out of place. You know, would they think that I was an executive spy sent in to learn what they do so that I could train the next person to take over their job or find some way to innovate their positions out of the company entirely? Would they give me accurate information or just watch me struggle to fill in the gaps? Would they even respect the fact that I was just as scared as they were about the current situation of the company? You know, the same was true when I presented my first set of findings to the local executives. Would it be what they asked me for...
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