The VP’s Secret: Why Even Your Best Leaders Feel Like Frauds

• The Paradox of the Summit
• The Data: A Silent Epidemic in the C-Suite
• The Nordic Amplifier: Janteloven and Pluralistic Ignorance
• The Cure is Not “Confidence,” It Is Data
• How AlbiMarketing Visualizes Impact
• Checklist: Is Your Leader Wearing Armor?
• Conclusion: From Faking It to Proving It

The Paradox of the Summit

There is a pervasive myth in the corporate world: “The higher you climb, the more confident you become.”

We assume that by the time a leader reaches the C-Suite or a VP position, they have conquered their insecurities. We imagine that the title, the salary, and the decision-making power act as a shield against self-doubt.

The data suggests the exact opposite. Success does not cure insecurity; it amplifies it.

As leaders ascend the hierarchy, the “Feedback Loop” creates a vacuum. Junior employees receive constant, granular feedback on their work. Executives receive silence, polite agreement, or filtered reports. In this vacuum, doubt festers.

We call this phenomenon “Imposter Armor.” To protect themselves from being “found out,” leaders distance themselves from their teams, refuse to show vulnerability, and rely on “Surface Acting.” This armor may protect the ego, but it kills Organizational Vitality.

The Data: A Silent Epidemic in the C-Suite

Imposter Syndrome is not a “junior” problem. It is a systemic leadership risk that is costing companies millions in stalled decisions and burnout.

According to the 2025 Global Human Capital Trends report by Deloitte, 84% of CEOs admit they actively hide their insecurities to appear confident. This constant psychological labor—maintaining a mask of invulnerability—is the primary predictor of executive exhaustion.

Furthermore, the impact is unevenly distributed. A joint study by KPMG and Korn Ferry reveals a significant gender gap during times of transformation:

• 75% of executive women report experiencing intense Imposter Syndrome.
• 63% of executive men report similar feelings.

This isn’t just about “feelings.” In Finland, the Institute of Occupational Health (TTL) reports that 41% of senior managers are showing symptoms of cognitive impairment due to perceived isolation. When leaders feel like frauds, they stop taking risks. They stop innovating. The organization freezes.

The Nordic Amplifier: Janteloven and Pluralistic Ignorance

In the Nordic region, this dynamic is exacerbated by our specific cultural code: Janteloven (The Law of Jante).

The ingrained cultural rule—”You are not to think you’re anyone special”—creates a double bind for leaders.

1. The Mandate: You are hired to lead, be visible, and make tough calls.
2. The Culture: You must remain humble, egalitarian, and invisible.

This conflict breeds “Pluralistic Ignorance.”

Every leader looks around the boardroom and sees confident peers. They think: “Everyone else has it figured out. I am the only one struggling.”

In reality, everyone is wearing the same mask. The silence prevents the very peer support that could alleviate the pressure.

The Cure is Not “Confidence,” It Is Data

For decades, the solution to Imposter Syndrome was “Executive Coaching” or “Mindset Training.” While valuable, these are internal fixes for an external problem. You cannot simply “think” your way out of isolation.

In 2026, the antidote to Imposter Syndrome is Objective Validation.

Leaders don’t need compliments (which they often dismiss as flattery). They need Evidence.

They need to see, mathematically, that they are valuable to the network.

How AlbiMarketing Visualizes Impact

This is where Organizational Network Analysis (ONA) shifts from a management tool to a leadership support tool.

At AlbiMarketing Employee Tech, we use passive and active data to map the flow of trust and support within an organization. For a leader suffering from Imposter Syndrome, an ONA map is a revelation.

Instead of wondering “Do I matter?”, the leader sees a visualization:

• Centrality: “Look at how many nodes (people) rely on you for information.”
• Trust Flow: “Look at the ‘Thank You’ tokens you received from cross-functional peers.”
• Bridge Building: “You are the only link between Sales and Engineering.”

This is “Silent Validation.” It is data-driven proof that their contribution is real, structural, and vital. It pierces the “Imposter Armor” because you cannot argue with a network graph.

Checklist: Is Your Leader Wearing Armor?

Imposter Syndrome is rarely admitted openly. Look for these behavioral signals in your leadership team:

• Micromanagement: The fear of being “out of the loop” leads to excessive control.
• Decision Paralysis: The fear of making a “wrong” move stops all movement.
• Perfectionism: An inability to delegate because “only I can do it right” (a defense mechanism).
• Workaholism: Overworking to “prove” worthiness, leading to the factory-model hustle.
• Isolation: Withdrawing from informal social interactions to maintain the “persona.”

Conclusion: From Faking It to Proving It

We need to stop telling leaders to “fake it ‘til they make it.” That advice is toxic.

Instead, we should build organizations where leaders can “prove it and believe it.”

By using data to make value visible, we can create safe spaces for our VPs and Directors. When a leader knows—based on facts—that they are trusted and valued by the network, they can finally take off the armor.

And a leader without armor is the only kind that can truly connect with a modern workforce.

Does your leadership team have the data they need to feel secure?
Book a consultation to map your leadership network

References

1. Deloitte: “2025 Global Human Capital Trends: Leading through the Great Disruption” – Source for the 84% CEO statistic.
2. KPMG: “Advancing the Future of Women in Business: The Imposter Syndrome Report” – Data on the gender gap in executive confidence.
3. Finnish Institute of Occupational Health (TTL): “Miten Suomi voi? (How is Finland doing?)” – Data on senior management exhaustion and cognitive impairment.
4. Harvard Business Review: “Stop Telling Women They Have Imposter Syndrome” – Analysis of systemic causes vs individual flaws.
5. Academy of Management Journal: “The social consequences of imposter feelings” – Research on Pluralistic Ignorance in leadership