The Secret That 71% of Leaders Share

These leaders have taken the hard assignments. They’ve grown profits, slashed costs, and led thousands of people through massive change. On paper, these leaders should radiate confidence. And yet—behind closed doors—there’s another story, a secret.

71% of U.S. CEOs say they feel like imposters.

Yes, you read that right.

According to Korn Ferry’s upcoming Workforce 2024 report, an overwhelming majority of CEOs—despite years of accomplishment and expertise—carry the quiet burden of wondering if they’re really up for the job.

This stat stopped me in my tracks.

As a leadership coach, I’ve sat with brilliant, capable executives who—despite the titles, the accolades, the responsibilities—whisper doubts that sound a lot like, “Am I really the one for this?” And here’s the truth: You’re not alone.

Why This Is Happening

Today’s leaders are not just asked to lead. They’re expected to:

• Satisfy investors
• Drive transformation and innovation
• Be visible culture carriers
• Speak on social issues
• Make sense of AI

And navigate geopolitical and hybrid work dynamics…

All at once.

As Mark Arian, CEO of Korn Ferry Consulting, puts it: “You’re squeezing both ends of the balloon—and also the middle.” That pressure? It’s real. And even the most seasoned CEOs are feeling it.

It’s Not a Confidence Issue—It’s a Capacity One

Interestingly, 85% of those same CEOs say they do feel confident in their ability to lead based on their experience. So it’s not about skill—it’s about scale. It’s the sheer volume of what’s on their plate that creates the tension.

And this isn’t just a CEO phenomenon.

According to the same Korn Ferry report, 47% of all employees—across all industries and experience levels—say they feel like imposters, stretched beyond their abilities. It’s most common in clean tech (62%), least common in travel and hospitality (31%).

The higher up the ladder you climb, the more intense the feeling becomes. 65% of senior execs say they feel it, compared to only 33% of early-stage professionals.

So What Do We Do With This?

First, we normalize it.

Feeling like an imposter doesn’t mean you’re broken. In fact, it may mean you’re stretching and growing.

As Kevin Cashman of Korn Ferry shared, “You want leaders to be both confident and humble—that’s the sweet spot of leadership.” I couldn’t agree more. The magic happens when you can lead with clarity and openness. When you show up as human—not superhuman.

Here’s what I often tell my clients:

Imposter syndrome isn’t a sign of weakness. It’s a signal to connect more deeply—with yourself, your team, and your trusted support system.

Three Powerful Moves for Leaders Feeling the Stretch

1. Build a team that lifts you higher.

Surround yourself with people who challenge and support you—those you can trust to help shoulder the load rather than pull along.

2. Confide in a trusted advisor or circle.

Whether it’s a coach, a mentor, or a close partner, find someone who holds space for you to be real—unguarded, honest, and reflective.

3. Lead with authenticity.

The best leaders I know don’t pretend to have all the answers. They ask great questions. These leaders pause to listen. They lean into hard conversations with humility and grace.

Imposter syndrome doesn’t have to be the end of the story—it can be the beginning of a deeper, more connected kind of leadership. The kind that inspires trust, creates cohesion, and allows everyone (including you) to breathe a little deeper.

If this resonates with you—whether you’re a CEO, a team lead, or just someone growing into your next level—know this:

You’re not alone. You aren’t broken either. You’re human. And that’s more than enough.