By Kelly Taylor

 

We’ve mixed things up this month—my boss Jackie Stapleton has handed over her pen and asked me to write this column. I’m sure she’s enjoying a well-earned break and (let’s be honest) quietly curious about what I’ll write.

So, here it is, a story about self-doubt, leadership, and what happens when you finally realize… you already know enough.

The weight others don’t see

It’s no secret to any of our podcast listeners that for me the last 18 months have been… a lot! Amidst all the chaos in my personal life, I said yes to a new challenge here at ATOL—managing business operations and leading a brand-new team. The spontaneous part of me accepted the offer before the logical part of my brain had time to weigh in.

What had I just signed up for?!

I knew the systems better than anyone. I knew the business almost as well as Jackie. I believed in our vision and what we offer to the auditing space. But belief in myself? That was harder to pin down.

Leading through the unknown

Six months into the role, it became clear—this wasn’t going to be easy. As our team grew, so did the gaps. Not because we hired the wrong people (you wish you had our team—they’re incredible), but because Jackie and I had severely underestimated how much knowledge was living in our heads. Then there was the sheer volume of tasks the two of us had simply just been doing (ok, juggling).

Not documented. Not visible. Just… done.

For the most part, it wasn’t the kind of information an auditor wants to see. It was the small, crucial, behind-the-scenes stuff. The kind of knowledge that, if we won the lottery and never came back, someone else would have to painstakingly unearth piece by piece.

We hadn’t fully grasped the weight of that tacit knowledge, or how long it would take to transfer it—let alone document it—while simultaneously training six new team members across five different roles.

And although I was (mostly) holding it all together on the outside—it certainly didn’t feel like I was!

What imposter syndrome looks (and feels) like

Despite working harder than ever, I constantly questioned whether I was doing enough. Every win felt incomplete.

That’s the strange part of imposter syndrome—it makes you feel like you’re falling short, even when you’re holding everything up.

And I’m not alone. According to Harvard Business Review, even high-performing professionals often feel like frauds—especially when stepping into new roles. It’s not a sign of weakness. It’s a sign of growth.

For me, it looked like this:

• Working weekends just to feel “caught up.”
• Avoiding delegation because I thought I was either asking too much or it was just quicker to do it myself (oops!)
• Feeling like every decision or handover had to be perfect.
• Worrying I was dropping the ball, even when the team was thriving.
• Hearing praise but not really believing it.

And in trying to overcompensate, I ended up going too far.

No matter how many tools or how much “permission” I gave, I realized I was making my team reliant on me—not because they needed it, but because I hadn’t empowered them enough to make their own confident decisions.

We’d hired brilliant people. But my own imposter syndrome had turned me into the bottleneck.

A wake-up call from… myself

Then, in the middle of one of those spirals, something unexpected happened.

Driving to work, my Spotify jumped from its default true crime to a business podcast. A woman was sharing great insights about systems, simplicity, and building what works.

I thought, “That’s exactly what we need at ATOL!”

And then I realized—the voice was mine.

It was a past podcast episode. My own words.

Cue instant facepalm.

When I told Jackie, she laughed and said: “You decide how you’re going to change how you feel—and then you need to write about it.”

So, I did.

What I changed

From that moment onwards, whenever I spoke to a team member, I intentionally reminded them they had my full permission to own their roles. To change “Jackie & Kelly’s” way and make their roles their own. They didn’t need it, but I made sure they knew they had it.

At our next team meeting, I simply reinforced the same message in a team setting and told them all:

“You don’t need my sign-off for everything. You’re the experts, that’s why we hired you! I value all of your input, your ideas, and your insights. If it’s something new—try it! If it works—fantastic. If it doesn’t work, we learn, we document, and we have zero regrets for not giving it a go.”

And it worked!

They stopped seeking reassurance on everything. They started leading within their own roles. And I finally stepped into the role I’d been trying to do all along.

But as Jackie’s plane took off to Denver a few weeks ago—so did my safety net. The doubt crept back in.

And that’s when my colleague Ria went and unexpectantly posted this on LinkedIn.

No tags. No ask. Just her own, unprompted, heartfelt reflection on what it’s like to work at ATOL—and how the team has helped her grow.

I hit the heart emoji and sat with it in silence. I genuinely had no words. She said everything I needed to hear.

The THREAD model: leading through imposter syndrome

In that moment, I knew this wasn’t just about me. It was about every leader who’s ever doubted themselves—especially when no one else does.

I started doing things differently. I built a system that helped me lead with clarity and confidence, even when the doubt didn’t disappear completely.

Here’s what I now call the THREAD model:

T—Trace What’s Tacit. Start identifying the invisible knowledge you’re carrying—those “you just do it” tasks. At ATOL, this was the stuff Jackie, and I had internalized for years. Once we started mapping it, we realized how much risk we were holding.

H—Highlight Hidden Work. Make the unseen visible. I thought I was being helpful by doing the quiet admin, following up, and problem-solving in the background. But that only made the work—and the worry—heavier.

R–Reflect on Responsibility. Who’s carrying what? I had to get honest with myself about how much I was holding alone—and how much I didn’t need to. When I reflected, I saw I wasn’t just leading—I was babysitting.

E–Equip the Team. This was the shift. Giving people tools is not the same as giving them power. I started really letting go—encouraging trial, error, and trust.

A–Acknowledge and Appreciate. When Ria posted what she did, it reminded me that people are paying attention—even when they say nothing. Say thank you. Share praise. Let people know they’re seen.

D–Develop with Intention. Growth doesn’t have to be linear. I had to learn that development also means pausing, reflecting, and sometimes realizing you already know enough.

When you weave these THREADs together, you build something much stronger than just a system. Just like Ria said… you build a culture!

Next steps: moving from self-doubt to self-trust

Reflect

• What invisible responsibilities are you holding that someone else could own?
• Where are you seeking permission when you already have the answer?
• And… why are you seeking permission in the first place?

Capture

• List three things you do that no one else sees—but are vital to your (or your team’s) success.
• Then… choose one to document, delegate, or develop.

Talk

• Share your imposter moment with a peer or team member. You’re not alone—and you might just help someone else find clarity, too.

Acknowledge

• Publicly praise someone’s contribution this week. Let them know they are seen and valued.

About the author

Kelly Taylor is the business operations manager for Auditor Training Online.