I have spent much of my life accompanied by a quiet, persistent shadow: Imposter Syndrome. Even when I was at the top of my class at school, I dismissed it as a lack of innate ability; I convinced myself I was simply working harder than the other kids. The anxiety was a constant hum during exams—the terrifying certainty that this was the time I’d finally bomb out and be "found out."
This pattern followed me into my professional life. At Old Mutual, I was singled out as a high-potential trainee, yet I waited daily for the mask to slip. By 2001, I was in the UK, working for a renowned branding agency with a vibrant culture and iconic clients. Despite excellent feedback, the syndrome was stronger than ever. Branding wasn't my specialty, and I felt like a guest who had snuck into a high-society party.
Then came the Israeli bank project.
Our team of three—including the Managing Director and our colleague Anita—flew from London to Tel Aviv every week. The MD was a powerhouse, a charismatic genius who had single-handedly formulated the brand identities for some of the world’s most iconic companies, including Apple. Watching him work was like watching a master conductor; I was in absolute awe of his confidence.
One night, after a long day of strategy, the three of us met in a hotel bar in Tel Aviv. After a few drinks, I finally confessed my admiration. I told the MD how much I respected his genius and, more than anything, his unshakable confidence.
He looked at me and said something that shifted my entire world view.
"You know," he said quietly, "I have a huge imposter syndrome. Every time I stand up in front of a board, I feel totally nervous. I think, 'Oh no, they’re going to find me out this time.'"
I was stunned. If the man who branded Apple felt like a fraud, what hope was there for us mere mortals?
It was a moment of profound self-compassion. I realized then that Imposter Syndrome isn't a sign of inadequacy; it’s a nearly universal human experience. It might even be the very thing that makes us a driven species. It’s the friction that motivates us to be better, to prepare more deeply, and to reach further.
The goal isn't to kill the imposter; it's to understand him, be kind to him, and then—like the MD in Tel Aviv—stand up in front of the board anyway.