I once sat in a meeting with a group of executives, all seasoned professionals with many years of experience behind them. It was my first opportunity to present my business justification for a major upgrade for our business unit. When I entered the room I saw them all sitting around the table, their eyes fixated on me. For a moment, I felt I wasn’t ready for this meeting. I should have prepared more. My thoughts ran wild: What if I fail to meet their expectations? What if they are not ready to make that investment?
That inner dialogue wasn’t unique to me. It’s what many call feelings of imposter syndrome, and it disproportionately affects women in leadership roles. Despite achievements, qualifications, and a history of success, we sometimes have this feelings of uncertainty.
Reality is: what gets us through those moments isn’t perfection—it’s credibility.
Stephen M.R. Covey’s 4 Cores of Credibility presents an insightful framework that can aid in building the vital confidence necessary to conquer self-doubt effectively. These four essential pillars—Integrity, Intent, Capabilities, and Results—serve as powerful reminders that when we actively cultivate and foster trust both in ourselves and in others, we can significantly reduce or even eliminate the often paralysing need to continuously prove our worth and right to belong. Let’s take a closer look at how these cores can empower women leaders to silence the nagging voice of imposter syndrome and ultimately embrace their full potential and capabilities.
Core 1: Integrity – Leading with Authenticity
Integrity means consistently aligning your actions, decisions, and words with a set of ethical principles and values. It’s about being honest, transparent, and accountable, even when no one is watching or when doing so is difficult. Leaders with integrity act as role models, demonstrating authenticity and building trust within their teams and organisations.
In my work experience, integrity has always been about ensuring that my actions directly contribute to the organisation’s main objectives. I often start by asking myself: How does my role impact these goals? Once that alignment is clear, everything I do revolves around achieving those goals in a way that upholds the company’s values.
For instance, every meeting I lead begins with understanding our shared ‘Why’—the purpose behind our efforts—and identifying the challenges we face. This simple practice fosters transparency and honesty within the team, encouraging open dialogue. It’s not just about internal collaboration; the same principle applies when working with external vendors. Clear communication and a commitment to service delivery ensure that expectations are met, and trust is maintained on all fronts.
I recall a specific project rollout where I was on the business end. Senior leaders had shared troubling stories about previous rollouts that didn’t go as planned, leaving teams frustrated. While there was no historical data to rely on, I knew one thing: I would do whatever it took to ensure this rollout succeeded. Whether it was developing detailed task lists, double-checking inventory, or holding countless meetings to clarify roles and responsibilities, I committed to making the process seamless.
This experience reaffirmed that integrity isn’t just about the big decisions; it’s in the small, day-to-day actions that show commitment and build trust. By ensuring both units had clear expectations and full support, we achieved a successful rollout—and along the way, strengthened collaboration and confidence across teams.
Leading with integrity isn’t always easy, but it’s always worth it. It’s about showing up authentically, ensuring your actions match your words, and building a foundation of trust that drives lasting success.
Key Elements of Integrity in the Workplace
Honesty and Transparency
Integrity requires clear, truthful communication. This means being upfront about challenges, acknowledging mistakes, and avoiding hidden agendas.
Scenario: A manager openly admits to a project delay caused by a misstep and outlines a plan to rectify it, rather than shifting blame or concealing the issue.
Keeping Commitments
Following through on promises—no matter how small—builds credibility and trust.
Scenario: If a leader promises to review a report by a certain date, they make it a priority to honour that deadline, showing respect for their colleague’s time and effort.
Fairness and Ethical Behaviour
Treating everyone with respect, making unbiased decisions, and upholding organisational values are hallmarks of integrity.
Scenario: A leader ensures hiring and promotion decisions are based on merit rather than favouritism or personal connections.
Consistency Between Words and Actions
“Walking the talk” is critical. Integrity means living out the values you preach and maintaining consistency between your public persona and private actions.
Scenario: A manager who stands by you and commits to supporting your work follows through by offering resources when challenges arise.
Accountability
Taking ownership of mistakes and learning from them is integral to integrity. It signals humility and fosters a culture of improvement.
Scenario: A team lead acknowledges their part in a project’s failure, instead of blaming team members, and works collaboratively to ensure future success.
Why Integrity Matters in Leadership
Trust Building
Integrity forms the foundation of trust, which is essential for fostering open communication and collaboration.
Inspiration
Employees look up to leaders who lead with authenticity, encouraging them to emulate the same principles.
Resilience
Teams led with integrity are more cohesive and resilient during challenges, knowing their leader will act ethically and transparently.
Ask Yourself:
- Are my actions genuinely aligned with my core values?
- Do I consistently bring my true self to work, or am I merely wearing a mask to fit in with others?
Core 2: Intent – Leading with Purpose
In the workplace, intent reflects the clarity and authenticity of a leader’s purpose. It means aligning your goals with the organisation’s mission while demonstrating care for the individuals who contribute to achieving those goals. For women in leadership positions, intent often involves addressing societal expectations, overcoming self-doubt, and building a culture of trust and confidence within their teams.
For many accomplished women and female executives, persistent self-doubt—commonly associated with the imposter phenomenon—can cloud their intent. They may feel an intense fear of not living up to their roles despite tangible proof of their competence. I’ve encountered amazing women with decades of experience who doubted their ability to lead because of relentless comparisons to peers or an irrational fear of failure. However, by reframing their intent and focusing on their values, these leaders found opportunities for professional growth and unlocked their potential to inspire others.
Take, for example, a woman in business leading a major initiative in a male-dominated industry. Despite initial imposter feelings, she chose to clarify her intent: empowering her team and creating opportunities for growth. Through adaptive leadership styles and a strong support network, she built trust and gave her team constructive feedback to enhance their performance. By embracing her role with purpose and showing vulnerability, she turned her fear of failure into a learning process for both herself and her team.
Successful leaders use positive feedback to uplift their teams, while addressing negative feedback constructively to foster resilience. They don’t blame individuals for setbacks but instead focus on building team resilience through collaboration and clear intent. Intent is also about being transparent in decision-making, ensuring that your actions reflect your purpose, and creating an inclusive environment where diverse voices thrive.
For women, especially in leadership teams, intent helps navigate the societal expectations and persistent feeling of having to prove oneself. By cultivating a culture of confidence and focusing on their current role rather than comparing themselves to others, they inspire incremental progress and authentic leadership in the workplace.
Ultimately, intent is about making decisions that are not just strategic but meaningful. Whether you’re a confidence coach, a keynote speaker, or a C-suite executive, leading with intent means recognising that leadership is a continuous process—one that evolves through personal development and a commitment to creating opportunities for others to grow.
Ask Yourself:
- Am I driven by service to my team and business goals?
- How can I better communicate my intentions to others?
Core 3: Capabilities – Owning Your Strengths
Capabilities are the foundation of effective leadership. They encompass your technical skills, emotional intelligence, and ability to inspire and guide your team. As a leader, owning your strengths means recognising your unique abilities and leveraging them to empower others, while also committing to continuous growth and development.
For many high-achieving women in leadership positions, acknowledging their capabilities can be a journey. Persistent imposter feelings often make accomplished leaders question their worth, despite evidence of competence. Yet, owning your strengths isn’t about being perfect; it’s about recognising your value and showing up with confidence, even in challenging situations.
I once worked with a woman executive leading a cross-functional team through a high-stakes project. While her technical expertise was undeniable, she often downplayed her contributions, attributing her success to luck or the team’s effort alone. She would often shy away from taking credit. Time and again she would get nominated for incredible work, where feedback from colleagues highlighted her ability to balance technical skills with empathetic leadership.
She realised that her strength lay in her capacity to adapt and inspire—capabilities that were pivotal to the project’s success.
How to Own Your Strengths as a Leader
Acknowledge Your Achievements
Take time to reflect on your accomplishments and how they’ve shaped your career path. Keep a record of tangible proof—completed projects, successful initiatives, or feedback received from peers—to remind yourself of your impact.
Invest in Continuous Learning
Leadership capabilities evolve. Pursue opportunities for professional development, whether through industry events, mentorship, or skills training. This ensures you stay relevant and continue building on your strengths.
Empower Your Team
Owning your strengths also means helping others discover theirs. By mentoring team members and fostering a supportive work environment, you create a ripple effect of growth and confidence.
Be Open to Constructive Feedback
True ownership of your strengths includes identifying areas for improvement. 360-degree feedback is a valuable tool for understanding how others perceive your capabilities and where you can grow.
When leaders own their strengths, they set the tone for a culture of confidence and excellence. It’s not about arrogance or perfection—it’s about demonstrating a commitment to learning and growth. As executives across industries can attest, when you lead with your capabilities, you inspire others to do the same, driving both individual and organisational success.
Ask Yourself:
- What unique strengths do I bring to the table?
- Am I investing in continuous learning to enhance my capabilities?
Core 4: Results – Building Credibility Through Action
Results are the ultimate measure of a leader’s impact. They demonstrate your ability to deliver on promises, solve challenges, and create value for your team and organisation. However, achieving results isn’t just about meeting targets; it’s about how you achieve them. Leaders who balance delivering results with building relationships inspire trust, foster collaboration, and enhance their credibility.
For leaders, especially women in leadership positions, focusing on results can sometimes feel like walking a tightrope. Societal expectations may push for perfection, while persistent imposter feelings can make even significant achievements feel insufficient. Yet, results speak louder than doubts. When you focus on delivering value—while staying authentic to your purpose and principles—you build trust and solidify your reputation as an effective leader.
How Leaders Build Credibility Through Results
Set Clear Expectations and Goals
Effective leaders communicate clear objectives, aligning their team’s efforts with organisational priorities. By focusing on what truly matters, leaders create a shared sense of purpose and direction.
Empower the Team to Deliver
Leaders achieve results by empowering their teams with the tools, resources, and autonomy they need to succeed. Constructive feedback and positive reinforcement help create a culture of ownership and accountability.
Measure Impact, Not Just Effort
Focusing on outcomes, rather than just the hours worked or the effort invested, underscores your ability to create value. Effective leaders prioritise tangible proof of success, such as improved efficiency, higher customer satisfaction, or increased revenue.
Lead by Example
Results aren’t achieved in isolation—they are the product of consistent effort and modelling the behaviours you expect from others. Leaders who show up authentically and follow through on their commitments inspire their teams to do the same.
Trust Your Core, Silence the Doubt
Imposter syndrome is a thief—it steals your confidence, your peace of mind, and sometimes even your joy. But it doesn’t have to define your leadership journey. When you trust your integrity, act with intent, own your capabilities, and deliver results, you prove to yourself and others that you belong.
As Covey says in The Speed of Trust: “Trust is the one thing that changes everything.” Start by trusting yourself—your core credibility—and watch how that trust transforms your leadership.