The New Executive Jitters: 5 Most Common Fears

Rarely does a new executive admit, “I’m afraid to lead”.

Although landing an executive role is a milestone achievement, it also comes with its share of fears and uncertainties that simmer under the surface. Whether it's the pressure to perform, the weight of responsibility, or the challenges of leading a team, new executives often find themselves dealing with a range of fears that can get in the way of their performance and their mental well-being. Below are 5 of the most common “rarely stated” fears, backed by client stories and practical takeaways for the newly minted executive.

1. What If I’m Not Good Enough?

One of the most popular fears for new executives is the fear of inadequacy or imposter syndrome. This fear stems from the pressure to live up to expectations, both their own and those of others. For instance, a new CEO may constantly doubt their ability to lead globally, despite their qualifications and experience leading successfully regionally.

Example: Jen recently stepped into the role of Chief Transformation Officer at a multinational corporation. Despite her track record and extensive background in leading change, she constantly worries that she lacks the necessary strategic acumen to guide the company globally through a technology innovation that will affect people and processes.

Takeaway: Recognize that feelings of “not good enough” are common and normal, especially in new and challenging roles. Challenge the belief with, “what evidence is there to support your fear?” Sometimes, I ask my clients to walk me through the worst-case scenario. Inevitably, they come to realize that their fears are overblown. Some even laugh! Once we poke holes into the fear, we have more mental energy to devote to the task at hand.

2. What if I Make a Big Mistake?

The fear of making mistakes or wrong decisions is another significant concern for new executives. This fear is amplified by the high stakes involved in executive decisions, which can impact the organization's performance, reputation, and even livelihoods. Some of the most common fears I hear are “what if I hire the wrong person?” or “what if I botch this sales pitch?”

Example: John, newly appointed as the VP of Operations, faced a crucial decision about a “go-live” decision to launch a new technology system. His biggest fear was making the wrong choice that could lead to operational disruptions and financial losses for the company.

Takeaway: You will make mistakes. Every new executive will benefit from cultivating a mindset that views mistakes as opportunities for getting better. Have your own back. Start to put together a “core support team” - trusted advisors, coaches, mentors who will help you consider the long-term implications of decisions while balancing calculated risks. Surround yourself with smart people who are rooting for you.

3. What if Others Resist and There is Conflict?

It’s not “what if”, but “when”. You will absolutely face conflict. Leadership at higher levels often involves managing different personality dynamics and contrarian viewpoints. New executives may fear resistance from their teams, peers, or stakeholders, as well as the potential for conflict that comes with implementing changes that people don’t like. This “mental discomfort” is part of leadership and learning “how to stay” is critical.

Example: Maria, promoted to Vice President Marketing, had to introduce a new marketing strategy that requires significant shifts in team priorities and people. She worried about resistance from her senior marketing managers and potential conflicts that could arise during the communication phase. This was exacerbated by the fact that she really wanted her peers to like her.

Takeaway: New executives need to develop strong communication skills, which includes deep listening and the ability to ask powerful questions. Approach conflicts with an attitude of curiosity, look for what’s in common on both sides, and stick with solutions that align with organizational goals and values.

4. What If I Can’t Keep Up?

The fast-paced nature of business today means that new executives often face uncertainty about the future and the relentless need to adapt to change. Technological advancements, market shifts, regulatory changes, organizational restructuring, the list goes on. This fear is most paramount as stress, overwhelm and burnout rates continue to climb.

Example: Rick, newly appointed as the Chief Technology Officer of a tech startup, struggled with the rapid pace of technological innovation in the industry. He fears falling behind competitors and making decisions that could render the company's technology obsolete.

Takeaway: Behavioural agility and flexibility in leadership is the TOP skill required in organizations today. Every new executive needs to stay informed about industry trends, invest in continuous reading and learning, and encourage a culture of curiosity within the team when facing uncertainty.

5. What if I Don’t Belong?

Executive positions can be isolating, with new leaders often feeling lonely at the top. But rarely is this voiced outside of a confidential coaching relationship or close mentor. It doesn’t help that leaders are often encouraged to “lead with facts, not feelings” – an over-reliance on the rational mind and an underutilization of the wise mind. The pressure to maintain a confident and composed exterior can make it challenging for new executives to seek support or share vulnerabilities with others.

Example: Rianna, recently appointed as CHRO of a healthcare nonprofit, feels isolated as she figures out the demands of the role. The team doesn’t warm to her as she had hoped. She hesitates to confide in her team or board members about her uncertainties and fears, fearing it may undermine her leadership credibility and make her appear “weak”.

Takeaway: Build a support network of mentors, peers, and industry associations who can provide guidance, advice, and a sounding board. Prioritize self-reflection and look for opportunities to join peer forums and meaningful networking events to combat feelings of isolation. These are fantastic opportunities to feel a sense of community and belonging.

Becoming a new executive is not as easy as signing a job description and accepting a healthy paycheck. It’s a significant identity shift marked by both excitement and apprehension. By admitting and calling out these common fears head-on, new executives can build resilience, confidence, and effective leadership presence. Remember, leadership is not about eliminating fears entirely but rather learning to “be with fear” with courage, grace, and mind management tools.