“Getting Over” Imposter Syndrome and Letting Your Values Guide You

Leaders face a hard truth today: our teams and customers don’t trust us as much as we think they do.

In the United States, leaders perceive that their employees and customers trust them far more than either group actually does. This is what we call the trust gap, and according to the 2024 PwC Trust Survey, that gap is growing.

This is concerning for many reasons but most importantly because trust is critical to our long-term success. Trust building and maintaining improves the bottom line, at least according to 93% of business executives. The burning question, then, is: why the growing gap in trust?

Imposter Syndrome is Widening the Chasm

Melinda French Gates has spoken out recently about feeling like an imposter while at the helm of the Bill and Melinda Gates Foundation. At the heart of her message behind “getting over it” as she continues her leadership journey is learning to accept that “I’ll never know everything… but I know enough to know what I know deeply at a core level and to speak those truths.”

Everybody knows they’re not perfect and yet when I sit in boardrooms, or next to leaders, presidents of companies, and presidents of countries, I see a whole lot of imposter syndrome where leaders are scared to death that they’re going to be found out. 

But guess what? Your teams and your customers already know when you’re not being fully honest or authentic with them. They might not know the details, but they have a far greater sense of when leaders aren’t being transparent than we give them credit for. 

People are far more likely to give you the benefit of the doubt if you’re willing to show a little openness and humility. It’s the human side of you that makes you relatable—that shows your character—and builds trust.

A Leap of Faith: Trusting Them First

Many people find it daunting to be more transparent and more authentic. It means revealing mistakes we think we made or flaws we think we have. We might fear that there will be consequences for our vulnerability.

It isn’t always easy, but character is all about doing what is right over what is easy. 

Think of someone you admire for having high character. Those who stand up for what they believe is right. Rosa Parks, Martin Luther, Greta Thunberg were (are) all just humans with foibles and flaws. They’re also people in possession of a clear sense of their values and a fearlessness to act on those values.

Building Bridges: Honest Practices

The message from the field is loud and clear: people value honesty over all other leadership qualities. So for today’s leaders to close the trust gap, consistently demonstrating they can be transparent and authentic where it counts is crucial.

Transparency is all about sharing information. Build your character pillar with these three strategies for bringing greater transparency to your organization’s culture.

• Practice clear communication. In a culture of civility and candor, people know exactly what is expected of them and are empowered to contribute. 
• Keep the team updated—openly and honestly. Leaders who play their cards too closely risk alienating employees who feel resources and secrets are being kept from them.
• Evaluate and discuss performance. Make time for an ongoing feedback process. Inform people about their performance relative to expectations in a factual and empathetic manner.

Authenticity requires first reflecting on your values. You must understand exactly where your moral compass is pointing before you can demonstrate it to others in a way that resonates with them. 

• Begin with self-awareness. Knowing who you are, what you stand for, and how others see you deepens your emotional intelligence—the secret sauce of authenticity.
• Practice vulnerability. Leaders who share their missteps and failures are perceived as more open and less haughty. Start small by sharing lessons you’ve learned from past mistakes.

The road to greater transparency and authenticity can be challenging. But the solution doesn’t lie in pushing away difficult emotions or avoiding challenging situations. Rolling with the ups and downs (and sharing them with team members) will deepen your character, endear your team to you, and begin to close the trust gap.
Leaders who demonstrate a strong moral compass through transparency and authenticity create trust with employees and customers. Our Trust Edge Certification Program gives you access to the tools, training, and a thriving community to help you cultivate your character. If you’re ready to bridge the trust gap, schedule a 15-minute discovery call now and become a member of our Trust Edge Certified Partner Directory.