Upon entering an executive role, it is not uncommon for new bosses to second guess their adequacy.
According to research by the Harvard Business Review, 69 percent of surveyed leaders rising to higher positions felt unprepared for their new roles, 45 percent had minimal understanding of the challenges they would face and 76 percent said their organizations did not help them prepare.
Out of fear of being exposed as an imposter, many new leaders overcompensate for self-perceived shortcomings by attempting to uphold an illusion of infallibility. In this prison of perfectionism, most bosses (67 percent) struggle with micromanagement, a symptom of managerial perfectionism, according to HBR.
Perfectionism is not healthy for bosses or their direct reports. According to HBR, leaders who strive to be perfect usually hold others to these unrealistic standards as well. As a result, employees may withdraw their support of their leader.
Employees need assurance that their leaders understand they themselves are not perfect, and in turn will accept other people's occasional mistakes. Strong leaders are upfront about their own strengths and weakness and welcome feedback and candor from others. Importantly, they apologize early and often when they do make mistakes. According to HBR, "A leader's greatest source of credibility is, ironically, their vulnerability. Owning imperfections wins trust; hiding them doesn't."