How to Project Authority in Board Meetings When You Feel Like a Fraud?

The boardroom table feels a mile long. The slides are up, the numbers are on your side, but a persistent voice in your head whispers, “You don’t belong here. They’re all about to find out you’re a fraud.” This feeling, the knot in your stomach when all eyes turn to you, is the hallmark of the imposter phenomenon. It’s a silent struggle for many recently promoted managers who, despite their achievements, feel like they’re playing a role they were never cast for.

The common advice often feels hollow. “Fake it ’til you make it,” they say. “Just be more confident.” “Prepare more.” But you’ve already prepared obsessively. Faking it feels disingenuous and exhausting. This advice fails because it addresses the symptoms—a lack of outward confidence—without tackling the root cause: a dysregulated internal state. It treats the mind as a separate entity from the body, ignoring the powerful feedback loop between them.

But what if the secret to projecting authority wasn’t about pretending to be someone else, but about learning to consciously regulate your own psychophysiological state? What if you could use your body as a control panel for your mind, transforming feelings of fraudulence into authentic presence? This isn’t about deception; it’s about embodied cognition—the scientific understanding that how we hold and use our bodies directly impacts how we think and feel. Authority, in this context, is not an act you put on, but an outcome of intentional self-regulation.

This guide will provide you with a new playbook. We will deconstruct the physical and psychological components of authority, moving from pre-meeting hormonal “hacks” and vocal control to the strategic nuances of handling feedback and navigating competitive dynamics. It’s time to stop feeling like a fraud and start leading with the authentic authority you’ve already earned.

For a powerful firsthand account of turning this feeling into a strategic asset, the co-founder and co-CEO of Atlassian, Mike Cannon-Brookes, shares his personal journey. His experience complements the tactical advice in this guide, showing how the imposter phenomenon can become a driver for growth at the highest levels of business.

To navigate this journey from internal doubt to external authority, we have structured this guide to provide a clear, step-by-step framework. Each section builds upon the last, offering psychological insights and practical techniques you can implement immediately.

How to Use “Power Posing” Before Interviews to Hack Your Cortisol Levels?

The concept of “power posing” is more than a confidence trick; it’s a form of psychophysiological regulation. Before you even enter the boardroom, you can intentionally alter your body’s chemistry. Adopting an expansive, open posture—like the “Wonder Woman” pose with hands on hips or a victory “V” with arms raised—for as little as 60 seconds triggers a measurable hormonal shift. This isn’t about feeling powerful; it’s about creating the biological conditions for it. Your body reduces cortisol (the stress hormone) and increases testosterone (associated with confidence and risk-tolerance), priming your brain to be less reactive to stress and more assertive in its thinking.

This pre-meeting ritual is your private rehearsal for authority. It’s a moment to anchor your physical state before the pressure begins. To amplify the effect, combine this physical posture with vocal warm-ups. Humming or doing lip trills for a few minutes helps you settle into your natural lower vocal register, preventing your voice from rising in pitch under stress. This ritual acts as a bridge, moving you from a state of anxious anticipation to one of grounded readiness. Reviewing a “brag file”—a simple document listing your key accomplishments and positive feedback—in these moments reinforces the cognitive side of this preparation, reminding your brain of objective evidence of your competence.

As you can see, this preparation is a conscious, deliberate act. It’s about taking control of your internal environment before you step into the external one. The final piece of this ritual is strategic positioning. Once in the meeting, choosing a seat in the middle of the table increases visibility and signals centrality, while sitting opposite a potential challenger allows for direct eye contact and better control of the conversational flow. These small choices, built on a foundation of physiological priming, create a powerful, cumulative effect on your perceived and felt authority.

Why High Achievers Are 3x More Likely to Suffer from Imposter Syndrome?

Imposter syndrome is a paradoxical affliction: it intensifies with success. Far from being a sign of incompetence, it is often a byproduct of high achievement. Research reveals that while 25-30% of high achievers chronically suffer from it, up to 70% of all adults will experience it at some point. The phenomenon is not a recognized mental disorder, but rather a persistent internal experience of intellectual fraudulence. For high achievers, this feeling is often amplified by the very environments they strive to be in—competitive, high-stakes settings where the bar is constantly being raised.

The psychology behind this is rooted in perfectionism and the high standards high achievers set for themselves. Each success, rather than being internalized as proof of competence, is often attributed to external factors like luck, timing, or deceiving others into overestimating their intelligence. With every new promotion or responsibility, the pressure to maintain this perceived level of performance mounts, creating a vicious cycle of anxiety and self-doubt. A stark example of this is seen in a study of medical students, where 87% with high imposter scores reported even higher levels after their first year, demonstrating how pressure cooker environments exacerbate the feeling, regardless of objective success.

This feeling can lead to destructive behaviors if left unmanaged. As Dr. Ito of UCLA Health notes, it can cause individuals to question their belonging, isolate themselves, and overwork to “prove” their worth, leading directly to burnout. The key is to reframe it. Recognizing that imposter syndrome is a common companion of ambition—not an indictment of your ability—is the first step toward transforming it from a source of anxiety into a catalyst for growth.

Confidence or Arrogance: Where is the Line That Alienates Colleagues?

In the quest to project authority, there is a fine line between confident leadership and alienating arrogance. The distinction is critical, as crossing it can quickly erode the very influence you seek to build. The difference lies not in the conviction you hold, but in how you express it. Confident leaders create space for others, while arrogant individuals consume it. This is most evident in language: confidence speaks in terms of “we” and “us,” fostering a sense of shared purpose. Arrogance defaults to “I” and “me,” centering all success on the self and assigning blame elsewhere.

This distinction extends to communication dynamics. A confident leader listens more than they speak. They ask clarifying questions, demonstrating that they value the perspectives of others and are stress-testing an idea for the collective good. An arrogant person interrupts, speaks to dominate the conversation, and treats disagreement as a personal attack rather than an opportunity for refinement. True authority comes from the security of knowing you don’t have all the answers, whereas arrogance stems from the insecurity of needing everyone to think you do.

The following table, based on insights from leadership experts at IMD, provides clear behavioral indicators to help you self-assess and calibrate your approach in real-time. Paying attention to these subtle cues in your own behavior and in others can help you stay on the side of constructive confidence.

Confidence vs. Arrogance: Key Behavioral Indicators

Behavior	Confidence	Arrogance
Language	Uses ‘we’, inclusive phrasing	Uses ‘I’, self-focused language
Credit	Shares credit, acknowledges team	Claims sole credit for successes
Communication	Asks clarifying questions, listens actively	Interrupts, speaks to dominate
Eye Contact	Steady, distributed around room	Prolonged staring or dismissive avoidance
Disagreement	Frames as stress-testing ideas	Personal attacks or dismissive comments

To actively build confident authority, use the “Amplifier Technique.” When responding to a colleague, start with, “Building on what [colleague’s name] said…” This acknowledges their contribution before adding your own, positioning you as a collaborative leader, not a lone genius. When presenting an idea in your area of expertise, preface it with, “Based on my experience in [area], I believe…” This grounds your authority in evidence, not ego. These subtle shifts in communication are the foundation of earning respect without demanding it.

How to Lower Your Pitch to Command Respect During Public Speaking?

Your voice is a primary instrument of authority, and its pitch is one of the most powerful, yet overlooked, variables. In high-stress situations, adrenaline can cause your vocal cords to tighten, leading to a higher, less stable pitch—a phenomenon known as “uptalk,” where statements sound like questions. This subconsciously signals uncertainty and undermines your credibility. The key to commanding respect is not to speak louder, but to develop vocal authority by grounding your voice in its natural, lower register through breath control.

The foundation of vocal authority is diaphragmatic breathing. Before speaking, practice “Box Breathing”: inhale for a count of four, hold for four, exhale for four, and hold for four. This simple technique slows your heart rate and calms the nervous system, which in turn relaxes your larynx. When you speak, ensure you are breathing from your diaphragm (your belly should expand, not your chest). Placing a hand on your diaphragm as you speak provides tactile feedback, ensuring your voice is supported by a steady column of air, which naturally lowers its pitch and increases its resonance.

Beyond pitch, the strategic use of silence is a master-level technique. After being asked a challenging question, resist the urge to respond immediately. Instead, master the strategic pause: make eye contact, count to two silently, and then begin your answer. This small gap conveys thoughtfulness and control, drawing the audience in and giving your words more weight. Similarly, varying your volume can be more effective than simply being loud. To emphasize a key point, try dropping your volume slightly. This forces listeners to lean in and focus, a far more powerful tool for commanding attention than shouting.

The “Thank You” Method: Turning Critical Feedback into Professional Growth

For someone grappling with imposter syndrome, critical feedback in a board meeting can feel like a public unveiling of their perceived incompetence. The natural reaction is to become defensive or to shut down. The “Thank You” Method is a powerful psychological and tactical reframe that transforms this moment of vulnerability into a demonstration of unshakeable authority and a commitment to growth.

The method is simple in principle: begin your response to any challenge or criticism with a genuine “thank you.” This does two things immediately. First, it disarms the challenger and de-escalates potential conflict. Second, it buys you precious seconds to calm your own fight-or-flight response, allowing your rational brain to take over. Instead of reacting emotionally, you are positioning yourself as a secure, open, and collaborative leader who sees feedback not as an attack, but as valuable data. This reframe is crucial, as even top leaders feel this pressure; a 2024 Korn Ferry survey found that 71% of U.S. CEOs report experiencing imposter syndrome, proving that this feeling is part of the leadership journey.

Having a few pre-scripted responses in your back pocket is key to deploying this method effectively under pressure. These scripts provide a structure to lean on when your mind goes blank:

• When challenged on data: “Thank you for raising that point. It’s a crucial variable. Here’s how our model accounts for it…”
• When caught off-guard by a question: “That’s an excellent question that deserves a thoughtful answer. Let me model that specific scenario and I’ll circle back with the group by end of day.” (This demonstrates diligence, not ignorance).
• For harsh or unclear criticism: “I appreciate the direct feedback. To make sure I understand, is your primary concern about the timeline or the budget allocation?” (This turns a vague attack into a solvable problem).

The final step is to mentally reframe the feedback after the meeting. Instead of letting your inner critic spiral with thoughts like “They think I’m an idiot,” consciously replace that thought with, “They are invested enough in this project to push for the best possible outcome.” This shift from personal failure to collective mission is the ultimate expression of a growth mindset and a hallmark of a secure leader.

When to Let the Boss Win: The Psychology of Competition in Business

Projecting authority doesn’t mean winning every argument. In fact, one of the most sophisticated displays of leadership is knowing when to cede a point—an act of strategic concession. For a high achiever driven by a desire to be right, this can be counterintuitive. However, in the complex ecosystem of a boardroom, political capital is as valuable as intellectual correctness. Fighting every battle, especially with superiors, depletes this capital and can brand you as difficult rather than decisive.

The key is to develop a framework for determining which hills are worth dying on. Not all disagreements are created equal. You must learn to quickly assess the stakes of an issue and the potential ROI of engaging in a conflict. Is the issue mission-critical to the company’s strategy or revenue, or is it a matter of personal preference or procedural detail? Is the potential gain from winning the argument greater than the political capital you might gain from letting your boss, or a key stakeholder, “win?”

This isn’t about being a sycophant; it’s about being a strategist. When you strategically concede on a low-stakes issue, you signal that you are a team player who is focused on the bigger picture. This makes your voice more powerful and respected when you do choose to stand firm on a high-stakes, mission-critical point. You are demonstrating that your arguments are driven by principle, not ego. This approach requires you to separate your idea from your identity, a critical skill for overcoming the personal sting of being “wrong.”

As one executive coaching expert noted in an article for Fast Company, leaders must reframe their perception of both ‘failure’ and the necessity of continuous growth. Seeing strategic concession as a tool for building long-term influence, rather than a personal failure, is a hallmark of a mature and truly authoritative leader.

Why Slouching Increases Feelings of Depression and Low Energy?

Your posture is not just a reflection of your mood; it is a powerful regulator of it. The theory of embodied cognition demonstrates that the brain and body are in a constant, two-way conversation. When you slouch—shoulders rounded, chest compressed, head forward—you are sending a physiological signal of submission and defeat to your brain. This posture physically restricts your diaphragm, leading to shallower breathing, which in turn reduces oxygen flow to the brain. This physiological cascade can trigger or amplify feelings of lethargy, low energy, and even depression.

In a boardroom setting, this feedback loop is particularly damaging. A slumped posture reinforces the internal feelings of inadequacy associated with imposter syndrome. You are, quite literally, making yourself smaller and adopting the physical shape of powerlessness. Research on this “Embodied Cognition Effect” is clear: executives who were coached to simply “take their space” by using armrests, spreading their materials out, and maintaining an open chest posture reported significantly higher feelings of confidence and readiness for challenging conversations. Correcting posture is often the fastest and most direct intervention to improve both your psychological state and your vocal projection.

You can actively counter this negative loop while seated at the board table by adopting a series of “power postures.” These are subtle adjustments that signal confidence to your own brain and to everyone else in the room.

• Place both forearms on the table, creating a strong, stable base with your torso.
• Keep your shoulders rolled back and down, and sit up straight as if a string is gently pulling the crown of your head toward the ceiling.
• Use the full width and depth of your chair. Avoid perching on the edge or shrinking into a corner.
• Organize your materials (notebook, tablet, water glass) in a deliberate semicircle to nonverbally claim your workspace.
• When listening intently to a colleague, lean forward slightly. This shows engagement and interest without conveying submission.

These actions are not about puffing out your chest in a display of dominance. They are precise, quiet adjustments that break the cycle of negative self-perception. By consciously managing your posture, you are taking active control of the signals you send to your own nervous system, effectively shifting your internal state from one of defense to one of confident presence.

How to Fix “Tech Neck” Pain Without Expensive Chiropractic Visits?

In the modern boardroom, our biggest physical liability is often the technology in front of us. “Tech neck”—the pain and postural strain from constantly looking down at laptops and phones—is more than a physical ailment. It is a posture of subordination. The act of bowing your head to a screen for hours on end reinforces a submissive physical and psychological state, directly undermining the authority you wish to project. Fixing tech neck is therefore not just about pain relief; it’s about reclaiming an posture of engagement and presence.

The solution is to consciously engineer your environment to bring your gaze up to eye level. This prevents you from adopting what can be called the “subordinate gaze.” Instead of hunching over a laptop, use a simple laptop riser or even a stack of books to elevate the screen. If you use a tablet, invest in a stand. The goal is to be able to maintain a neutral spine and direct eye contact with the room while still referencing your materials. This single change can dramatically alter your physical presence from closed and deferential to open and engaged.

As the image above illustrates, the contrast is stark. The individual on the left, hunched over their device, appears disengaged from the room and locked in their own world. The professional on the right, with an elevated screen, is able to maintain a posture of readiness and connect with colleagues effortlessly. To further master this, practice touch-typing so you can take notes without breaking eye contact. Another simple but powerful habit is to print out key documents for reference, reducing your screen dependency altogether. Finally, practice the ’20-20-20 rule’ even in meetings: every 20 minutes, briefly look at something 20 feet away for 20 seconds. This not only reduces eye strain but also forces you to lift your head and re-engage with the wider room.

Ultimately, all these physical adjustments—from power posing before a meeting to elevating your laptop during one—are interconnected. They are not superficial tricks, but practical tools for internal state management. They are ways of telling your own body, and therefore your own brain, that you are confident, prepared, and belong exactly where you are.

The first step to reclaiming your authority is choosing one single technique from this guide—whether it’s box breathing, elevating your laptop, or scripting a ‘thank you’ response—and committing to practicing it in your very next meeting. This small, deliberate action is the start of transforming your relationship with your own power.