Stress, Imposter Syndrome And Strategies For Executive Leaders 

Keywords: Mental Wellbeing, Sustainable Business, Executive Leaders

Author: Lisa Munro

Date: 4 February 2024, Worklife Digital

The recent news of H&M CEO Helena Helmersson stepping down, citing a lack of energy to continue in the demanding role, has reignited conversations about the challenges faced by executives, particularly women, in achieving and maintaining leadership positions. While the supposed glamour, power and pay associated with the C-suite are often portrayed in the media, the reality for many leaders is far less rosy. They contend with immense pressure, long hours, and a constant barrage of demands, all of which can take a significant toll on their mental and physical wellbeing.

One of the most prevalent issues executive leaders face is stress. Numerous studies over the past few years find executives experiencing high levels of stress, with 30% experiencing burnout. This is likely due to a combination of factors, including the ever-increasing complexity of business challenges, the need to constantly be available, and the relentless pressure to perform. Women executives, in particular, face additional stressors.

According to a 2023 report by the American Psychological Association*, women are more likely than men to report feeling stressed, and they are more likely to experience symptoms of anxiety and depression. THis is due in part to the gender pay gap, the glass ceiling, and the persistent stereotype that women are not as capable as men in leadership roles. Men are also said to experience stress differently and are much more able to dissociate. Some research suggests women are more likely to internalise stress—leading more readily to both physical and mental disorders—while men tend to externalise it in the form of aggression or impulsivity.

These stressors can lead to a range of mental health problems, including imposter syndrome, a feeling of inadequacy and self-doubt that persists despite external evidence of success. A 2019 study by the International Journal of Business and Social Science found that up to 84% of executives experience imposter syndrome at some point in their careers. The consequences of these mental health challenges can be severe, both for individuals and for organisations. When executives are struggling with stress and imposter syndrome, they are less likely to be productive, creative, and innovative. They are also more likely to make poor decisions and to leave their organisations.

While many outside the c-suite would cite increasingly high salaries as the reward for leadership challenges and take the stance of ‘if you can’t stand the heat, get out of the kitchen’, the reality is that ignoring burnout in any level of business does not result in sustainable business success. Turnover at the top results in lack of confidence amongst staff, as well as in share markets. Leaders under pressure tend not just to have shorter fuses but to also experience problems with focus and attention. What’s more, they often become more risk-averse, defensive and erratic in their thinking and decision-making**. Psychological safety is reduced as leaders are less willing to own up to their mistakes - which  means other people won’t either, because they’re afraid of the repercussions, so the culture becomes fear-based. Senior colleagues and employees can then feel neither listened to nor respected and valued over time, which causes them to shut down and give up, creating a ripple effect throughout the organisation, often leading to game-playing, manipulation and other unhealthy power dynamics coming to the fore.

So what can be done to help executives cope with stress and imposter syndrome? The answer lies in developing and implementing tailored mental wellbeing strategies. These strategies should be designed to address the specific needs of individual leaders and take into account the unique challenges they face.

Some effective strategies include:

Recognising the Need

1. 1. Normalise open conversations: Encourage C-suite members to discuss mental health openly and regularly, dispelling stigma and fostering peer support.

   2. Conduct mental health assessments: Gauge the prevalence and nature of mental health challenges within the C-suite through anonymous surveys or confidential consultations.

   3. Educate boards and senior leaders: Sensitise them to the unique stressors and risks faced by C-suite members regarding mental health.

Tailored Support Systems

• 1. Executive coaching and mentoring: Provide access to independent experienced coaches and mentors who can offer confidential personalised guidance and a bounce-board for executives to discuss ideas and challenges 

  2. Confidentiality and privacy: Guarantee complete confidentiality for any mental health concerns raised by C-suite members.

Organisational Culture and Practices

1. Open communication and transparency: Foster a culture of transparency and open communication, where C-suite members feel comfortable discussing concerns and seeking support from colleagues and superiors.

2. Diversity and inclusion: Ensure mental health support systems are culturally sensitive and inclusive, catering to the needs of individuals from diverse backgrounds.

3. Sustainability and long-term commitment: Invest in building a sustainable mental health support system, not just a one-time initiative, ensuring long-term commitment and continuous improvement.

4. Confidentiality and ethical considerations: Ensure all support systems adhere to strict confidentiality guidelines and uphold ethical practices in data collection and handling.

The pressure to succeed in today's business world can take a significant toll on the mental and physical wellbeing of executives. By investing in their mental wellbeing organisations can create a healthier and more resilient workforce. This is not just good for the bottom line; it is also the right thing to do.

WorkLife Digital is a global mental-wellbeing consultancy driven by the mission to improve the sustainability of businesses. Our psychological wellbeing tool, Worklife Quotient (WL-Q), is modelled on cutting-edge scientific research and provides organisation-wide measurement and intelligence on the mental wellbeing levels and psychological resilience of staff. WL-Q also assesses the impact of organisational practices (i.e. people and culture, leadership styles, organisational purpose and values, social impact) that have a direct influence on staff wellbeing and provides strategic recommendations on addressing risks and promoting strengths.

For more information, get in touch at lisa@worklife.digital

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References

*https://www.apa.org/topics/stress/women-stress

**https://www.raconteur.net/tag/state-of-decision-making