Leadership and Imposter Syndrome – AGL in the Telegraph Business Club, Part 2
Many leaders suffer from a lack of confidence and the psychological phenomenon known as imposter syndrome. They can feel inadequate and undeserving of the role they have secured despite their obvious skills, experience and achievements.
“This is understandable because there is no such thing as a smooth leadership transition,” says Mr Leatherdale. “Someone might be inheriting a brand-new team or project, being asked to take their organisation in a different strategic direction, or they are taking over from a former leader who was incredibly popular. There are always challenges.”
The company also has a programme designed specifically to support current and future women leaders. There is underrepresentation of women in senior leadership roles, due in part to the structural and cultural challenges they may face. AGL helps women, including those returning to a senior role after a break, improve their confidence, develop their career strategies and hone their skills. AGL also works with organisations to adapt their internal culture so that talented mid-career women feel recognised and supported and are retained.
Wherever they work and whatever career stage clients are at, AGL’s coaches support them to connect with themselves in many ways.
They show them how to calm their nerves by improving their breathing, for example. Leaders also learn how to vary their tone of voice and speech patterns to engage an audience. They are also made aware of their physicality and posture, which can easily convey the wrong message during a presentation or media interview.
We coach leaders to be more confident and not to be afraid to be real, human and striking
“Many leaders have not thought closely enough about who they are, what they want to achieve and the impact they want to have. They have not worked out what their narrative is,” says Mr Leatherdale. “They need support to really connect with others and convey the real meaning of what they are saying.”
He adds: “Ultimately, we all need to be clear about what we stand for and care about personally and give ourselves the permission to be authentic and to listen. To get things done in any organisation you must be able to take people with you.”
See more at the Telegraph Business Club here.