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The accidental leader: When stepping into leadership triggers imposter syndrome
Tuesday, 24 November, 12-1pm
Many leaders in the charity sector never set out to become leaders. They were passionate about the cause, good at what they did, took on more responsibility and, somewhere along the way, found themselves leading people, making difficult decisions and carrying expectations they never quite prepared for!
They may have felt capable and confident in their previous role, yet stepping into leadership suddenly changes the landscape. The quiet fear of being exposed as not experienced enough, knowledgeable enough or simply not good enough can begin to show up as overworking, perfectionism, people-pleasing, avoiding difficult conversations or feeling that they need to have all the answers.
In this one-hour webinar, Michaela Smith will explore what is actually happening underneath Imposter Syndrome, why stepping into leadership can trigger it, and how understanding the nervous system and the unconscious patterns driving our behaviour can help us lead with greater confidence, authority and choice.
Book your spot today
Presenter bio:
Michaela Smith is a Business Success Coach specialising in the connection between our nervous system, unconscious identity and the way we lead, perform and create success.
Before becoming a coach, Michaela spent around 20 years in senior commercial leadership roles within the international hotel industry, including Director of Sales & Marketing and Commercial Director positions across multiple businesses.
Today, she works with business owners, senior professionals and organisations to uncover the hidden patterns that can quietly limit performance, confidence and growth. She is also a volunteer coach with Cranfield Trust, supporting charity leaders through the challenges of leadership and organisational development.
Her work combines extensive real-world leadership experience with nervous system and identity-based coaching, helping people understand not simply what they do, but what is driving the behaviour underneath it.
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