Indian CEOs Top List of Executives Experiencing Imposter Syndrome

Indian CEOs highest among execs suffering from imposter syndrome

Mumbai: A rising number of corner-room occupants in India are feeling "overwhelmed". According to a CEO survey conducted by global executive search and leadership consulting firm Korn Ferry, increasing pressure from company promoters and boards, heightened regulatory risks, constant scrutiny in a digital age and a disruptive business environment are leading to many top bosses experiencing an "imposter syndrome" - a feeling of being stretched too far beyond their abilities. Nearly three quarters of the CEOs surveyed in India acknowledge having faced this problem, show the findings shared with ET. This number was 58% globally. The survey reached out to 1,250 CEOs globally, including 238 from India. Out of the six markets covered in the survey (the US, UK, Middle East, Brazil, Australia and India), India and the US showed high imposter syndrome, with India reporting the highest. "Given the pressure under which the CEOs operate, many are going through a feeling of inadequacy or self-doubt," said Navnit Singh, chairman and regional managing director of India for Korn Ferry. "This is accentuated by increasing pressure from promoters and boards to ensure that the CEOs are helping the organisation grow. Pressure is to get results quicker. Besides, regulatory pressure and the risk environment is also getting tougher day by day," said Singh. However, 89% of the Indian CEOs affirmed that they are fully competent and deliver what their roles demand, the survey showed. Additionally, 84% of them reported feeling fulfilled in their current roles. "The findings do not imply a lack of competence or performance. The imposter syndrome among CEOs seems to arise from the vast array of responsibilities they face - economic pressures, driving performance while leading organisational transformation, integrating artificial intelligence, serving as cultural leaders, and addressing evolving work environments. With the convergence of all of these pressures, many CEOs are occasionally feeling overwhelmed," said Singh.' Beyond the traditional responsibilities of driving growth and satisfying investors, CEOs are now expected to be visionaries, change agents, and even public voices on complex social issues, said Vivek Gambhir, venture partner, Lightspeed Ventures. "Today's CEOs are navigating a perfect storm of pressures unlike any faced before." "The 24/7 scrutiny of the digital age, coupled with the speed of business disruptions - from technological upheavals to geopolitical tensions - adds layers of complexity that can leave even the most experienced leaders feeling overwhelmed. The weight of these evolving demands and the pressure to project confidence at all times often fuel a nagging sense of self-doubt," said Gambhir. Indian findings indicate that the imposter syndrome is felt more acutely higher up in the corporate ladder: CEOs - 73%, senior executives - 65%, senior leaders - 60%, mid-level leaders - 57%, first-level supervisors - 60% and individual contributors (non-leader) - 50%. Anil Sachdev, a CEO coach and chairperson of School of Inspired Leadership, said: "It is true to some extent but varies from person to person. For instance, there are some CEOs who know they have to leverage AI but may not exactly know how to do so. And as a result, they are feeling overwhelmed seeing the rest of the world move so rapidly leading to a sense of inadequacy." Many CEOs are also in a dilemma over how to address the issue of modes of work - work from home, from office or work hybrid - take a bold call and lose some talent or go for a softer stance, he said. However, some like Arun Duggal, chairman of ratings firm ICRA and an independent director at several companies, are of the view that CEOs have historically been subject to a lot of pressure and conflict situations, and it is the nature of the job to be able to deal with all that. "They have to adapt and prioritise action. Today the world may be a bit more complex with things like AI and ESG and others, but CEOs must know how to navigate that," he added.

Indian CEOs highest among execs suffering from imposter syndrome

Mumbai: A rising number of corner-room occupants in India are feeling "overwhelmed". According to a CEO survey conducted by global executive search and leadership consulting firm Korn Ferry, increasing pressure from company promoters and boards, heightened regulatory risks, constant scrutiny in a digital age and a disruptive business environment are leading to many top bosses experiencing an "imposter syndrome" - a feeling of being stretched too far beyond their abilities. Nearly three quarters of the CEOs surveyed in India acknowledge having faced this problem, show the findings shared with ET. This number was 58% globally. The survey reached out to 1,250 CEOs globally, including 238 from India. Out of the six markets covered in the survey (the US, UK, Middle East, Brazil, Australia and India), India and the US showed high imposter syndrome, with India reporting the highest. "Given the pressure under which the CEOs operate, many are going through a feeling of inadequacy or self-doubt," said Navnit Singh, chairman and regional managing director of India for Korn Ferry. "This is accentuated by increasing pressure from promoters and boards to ensure that the CEOs are helping the organisation grow. Pressure is to get results quicker. Besides, regulatory pressure and the risk environment is also getting tougher day by day," said Singh. However, 89% of the Indian CEOs affirmed that they are fully competent and deliver what their roles demand, the survey showed. Additionally, 84% of them reported feeling fulfilled in their current roles. "The findings do not imply a lack of competence or performance. The imposter syndrome among CEOs seems to arise from the vast array of responsibilities they face - economic pressures, driving performance while leading organisational transformation, integrating artificial intelligence, serving as cultural leaders, and addressing evolving work environments. With the convergence of all of these pressures, many CEOs are occasionally feeling overwhelmed," said Singh.' Beyond the traditional responsibilities of driving growth and satisfying investors, CEOs are now expected to be visionaries, change agents, and even public voices on complex social issues, said Vivek Gambhir, venture partner, Lightspeed Ventures. "Today's CEOs are navigating a perfect storm of pressures unlike any faced before." "The 24/7 scrutiny of the digital age, coupled with the speed of business disruptions - from technological upheavals to geopolitical tensions - adds layers of complexity that can leave even the most experienced leaders feeling overwhelmed. The weight of these evolving demands and the pressure to project confidence at all times often fuel a nagging sense of self-doubt," said Gambhir. Indian findings indicate that the imposter syndrome is felt more acutely higher up in the corporate ladder: CEOs - 73%, senior executives - 65%, senior leaders - 60%, mid-level leaders - 57%, first-level supervisors - 60% and individual contributors (non-leader) - 50%. Anil Sachdev, a CEO coach and chairperson of School of Inspired Leadership, said: "It is true to some extent but varies from person to person. For instance, there are some CEOs who know they have to leverage AI but may not exactly know how to do so. And as a result, they are feeling overwhelmed seeing the rest of the world move so rapidly leading to a sense of inadequacy." Many CEOs are also in a dilemma over how to address the issue of modes of work - work from home, from office or work hybrid - take a bold call and lose some talent or go for a softer stance, he said. However, some like Arun Duggal, chairman of ratings firm ICRA and an independent director at several companies, are of the view that CEOs have historically been subject to a lot of pressure and conflict situations, and it is the nature of the job to be able to deal with all that. "They have to adapt and prioritise action. Today the world may be a bit more complex with things like AI and ESG and others, but CEOs must know how to navigate that," he added.