Imposter Syndrome: A Leadership Advantage

I was recently meeting with a client—an impressive leader by any standard. He had spent his twenties leading a large organization, managing massive budgets, supervising teams of employees and volunteers, and commanding rooms with his communication skills. On paper, he was a natural. Experienced. Confident. Accomplished. 

But as we began naming the “why” behind the new organization he’s building—for his family and for others—he quietly admitted one of his biggest obstacles: a lack of confidence.

Imposter Syndrome.

It surprised me. Here was someone who had already done what many dream of. And yet, here he was, wondering if he was good enough to start again.

Imposter Syndrome—the internal narrative that says “I’m not enough”, “I don’t know enough”, “I’m not the right person for this”—can be paralyzing. It keeps us from taking risks, whether it’s going to the gym, starting a new job, launching a business, or speaking up in a meeting. It’s rooted in fear: fear of failing, fear of being judged, fear of being exposed as a fraud.

But here’s the surprising truth: Imposter Syndrome can be a good thing. Maybe even one of the best things.

In his book Think Again, organizational psychologist Adam Grant makes a compelling case: Imposter Syndrome, when reframed, is actually a sign of readiness. Unlike the armchair quarterback—the one who believes they already know everything—those with Imposter Syndrome are aware of what they don’t know. That humility makes them curious. Teachable. Open. Willing to grow.

Here are three reasons why Imposter Syndrome might be a hidden strength:

1. Imposter Syndrome sparks curiosity, while armchair quarterbacks cling to certainty.

   People with Imposter Syndrome tend to question themselves, which keeps them open to new ideas and eager to learn. Armchair quarterbacks, on the other hand, think they know everything already—so they stop listening, learning, or changing their minds.

2. Imposter Syndrome fuels growth; armchair confidence stalls it.

   The doubt that comes with Imposter Syndrome can actually push people to prepare more, research more thoroughly, and seek feedback. In contrast, overconfidence leads armchair quarterbacks to underestimate challenges and overestimate their abilities.

3. Imposter Syndrome is a sign of self-awareness, not inadequacy.
   Grant argues that a little doubt can be healthy—it shows you understand the complexity of what you’re facing. Armchair quarterbacks lack that self-awareness and instead operate from a place of inflated ego or shallow understanding.

As Grant puts it:

“Feeling like an imposter is a sign of humility. It means you care about getting things right, not just looking right. That humility can be a powerful motivator for growth.”
— Adam Grant, Think Again

So, I told my client: This doesn’t disqualify you. It prepares you. The fact that you feel uncertain is proof that you’re aware of the weight of the task. You care enough to want to do it well. And that very posture—one of openness and humility—makes you the kind of leader the world needs.

Imposter Syndrome doesn’t have to hold you back. It might just be the nudge you need to ask better questions, seek good mentors, and lead with wisdom instead of ego.”

I was surprised to see tears welling up in his eyes.

And then he quietly choked out the words, “Thank you.”

Imposter Syndrome wasn’t a roadblock. It wasn’t an obstacle.

Instead, it was that thing deep inside that was saying to him, “You are ready!”

So, the next time you hear that inner voice whispering, “Who am I to do this?”, consider flipping the script:

“Who better to do this than someone who’s willing to learn?”

Here’s to leading with humility, curiosity, and courage—even when Imposter Syndrome shows up. Especially when it does.