You might assume that by the time someone reaches the boardroom, self-doubt is long gone. After all, directors are accomplished executives, entrepreneurs, and subject-matter experts who have earned their seats through disciplined recruitment and appointment processes. 

But the reality is different. 

Even at the highest levels of leadership, many talented and accomplished people quietly question whether they truly belong in the room. Despite their experience and achievements, they may still feel intimidated, second-guess their contributions, or worry that others will discover they are somehow less capable than they appear. 

Two words: imposter syndrome. 

You’ve likely heard of imposter syndrome before, but you might be surprised to learn how common it is in leadership and governance roles. And because it disproportionately affects people with marginalized identities, women, racialized individuals, LGBTQ+ people, and people with disabilities, it can also create an additional barrier to achieving true diversity in the boardroom.