# Imposter Syndrome Management Pack

**Prepared for:** Director of Product, 200-person fintech startup
**Date:** 2026-03-17

---

## A) Situation Snapshot + Success Criteria

- **Role/scope:** Director of Product, leading a team of 4 PMs. Recently promoted. One of the exec leadership team at a 200-person fintech startup.
- **What changed recently:** Promoted to Director; first director-level role. Now attending exec leadership meetings, managing a team of PMs, and operating at a strategic (not just execution) level.
- **Top trigger situations:**
  1. Exec leadership meetings (fear of exposing naive thinking)
  2. PRD reviews (compensating through micro-management / overwork)
  3. Peer comparison with other directors (age gap, MBA gap)
- **Stakes:** Burnout from 60+ hour weeks; invisible in leadership meetings (missed influence, stalled credibility); team not developing autonomy because every PRD is being over-reviewed; risk of being perceived as a micro-manager rather than a strategic leader.
- **Current coping patterns:**
  - **Silence** in exec meetings (avoidance)
  - **Overwork** reviewing every PRD the team writes (perfectionism / control)
- **Success criteria (4 weeks, observable):**
  1. Ask at least one question or contribute one point in every exec leadership meeting.
  2. Reduce PRD review involvement: review only final drafts (not every iteration), cutting weekly hours to under 50.
  3. Have one candid conversation with VP about calibration and imposter feelings.
  4. Maintain a weekly evidence bank update for 4 consecutive weeks.
- **Constraints:** High workload (60+ hours/week currently); may feel risk in being vulnerable with VP; limited peer network at director level given age/credential gap.
- **Assumptions/unknowns:**
  - Assumed: VP relationship is at least moderately safe for a calibration conversation (needs validation).
  - Assumed: The 4 PMs are capable of producing quality PRDs with less oversight (needs validation through experiments).
  - Unknown: Whether other directors have noticed silence in meetings and how it's interpreted.
  - Unknown: Whether the overwork pattern is also driven by unclear expectations from above (vs. purely internal pressure).

**Safety boundary:** No crisis or clinical signals identified. This plan complements but does not replace professional support. If anxiety becomes debilitating or affects functioning outside work, seek a therapist or counselor.

---

## B) Trigger & Pattern Map

### Trigger 1: Exec Leadership Meetings

| Element | Detail |
|---|---|
| **Trigger** | Exec leadership meeting; a discussion topic comes up where you have an opinion or question |
| **Inner script** | "My idea is naive. Everyone else has more experience and MBAs. If I speak, they'll realize I don't belong at this table." |
| **Emotion / body signal** | Anxiety, tight chest, heat in face, urge to stay small |
| **Behavior** | Stay silent. Take notes instead of contributing. Defer to others. |
| **Cost** | Zero strategic influence in the room; peers and CEO don't hear product perspective; missed opportunity to shape decisions; reinforces belief that you have nothing to add; resentment builds internally |
| **Distortions** | Mind-reading ("they'll think I'm naive"), catastrophizing ("one bad comment = exposed as fraud"), discounting positives (ignoring that you were promoted *because* leadership valued your judgment) |
| **Gap type** | **Confidence gap.** You were promoted into this role based on demonstrated competence. The discomfort is from a new context (exec-level discourse), not from lacking product knowledge. |

### Trigger 2: Reviewing Team PRDs (Overwork Loop)

| Element | Detail |
|---|---|
| **Trigger** | A PM on your team submits a PRD draft for review |
| **Inner script** | "If their PRD has a mistake that reaches leadership, it reflects on me. I need to catch everything because I'm already under scrutiny as the youngest director." |
| **Emotion / body signal** | Dread, compulsive need to control, fatigue, inability to stop working |
| **Behavior** | Review every single PRD at every draft stage. Rewrite sections. Work 60+ hours/week. |
| **Cost** | Burnout trajectory (60+ hours unsustainable); team doesn't develop autonomy or judgment; you become a bottleneck; less time for the strategic work your director role actually requires; reinforces belief that quality depends entirely on your personal review |
| **Distortions** | All-or-nothing thinking ("if I don't review it, it'll be bad"), catastrophizing ("one flawed PRD = proof I'm a bad director"), personalization ("their output = my worth") |
| **Gap type** | **Confidence gap (primary) + minor competence gap in delegation.** Your product judgment is strong (that's why you were promoted). The gap is in trusting your team and building review systems rather than doing all reviews yourself. Delegation at director level is a learnable skill, not a character flaw. |

### Trigger 3: Comparing Yourself to Other Directors

| Element | Detail |
|---|---|
| **Trigger** | Seeing other directors speak fluently in meetings, reference frameworks, or mention their MBA experience |
| **Inner script** | "I'm 8 years younger and don't have an MBA. I got lucky or they made a mistake promoting me. I'm fundamentally less qualified." |
| **Emotion / body signal** | Shame, shrinking feeling, urge to withdraw, heaviness |
| **Behavior** | Avoid social interaction with peer directors; don't ask for help or mentorship; over-prepare in isolation; attribute your promotion to luck rather than skill |
| **Cost** | No peer relationships at director level (isolation); miss learning opportunities from experienced peers; narrative of "luck" erodes confidence further; no sponsor relationships forming |
| **Distortions** | Discounting positives ("my promotion was luck"), mind-reading ("they see me as unqualified"), filtering (focusing on what you lack — MBA, years — while ignoring what you have — results, promotion, team) |
| **Gap type** | **Confidence gap.** An MBA is one path; hands-on product leadership is another. The company chose to promote you over MBA-holding candidates or without requiring one. Age and credentials are not competence. |

---

## C) Reframe Set + Growth Narrative

### Growth Narrative

You are in a **growth zone**, not a danger zone. Every director-level leader goes through a transition period where the context changes faster than confidence catches up. The discomfort you feel is the normal signal of operating at a new altitude — it means you're stretching, not failing. Your company promoted you because of what you've already demonstrated, and director-level skills (strategic influence, delegation, exec communication) are built *in the role*, not before it. The absence of an MBA and having fewer years than your peers is not a gap — it's a different path that produced a director 8 years ahead of the typical timeline.

### Reframe Set (Top 3 Triggers)

**Reframe 1 — For exec meeting silence:**
- **Old script:** "My idea is naive. They'll find out I don't belong."
- **New reframe:** "I was promoted because leadership trusts my product judgment. A question or observation from the product perspective is *exactly* what this room needs from me. Asking a clarifying question is not naive — it's what good leaders do to pressure-test decisions. The risk of staying silent (being invisible, losing influence) is higher than the risk of an imperfect comment."
- **Evidence anchor:** You were promoted to Director over other candidates. Your CEO and VP chose you for this seat. That decision was not accidental.

**Reframe 2 — For PRD over-review:**
- **Old script:** "If I don't review every line, something bad will ship and it'll prove I'm not ready."
- **New reframe:** "My job as a director is to build a team that produces quality work, not to be the single quality gate. Reviewing every draft is an IC habit, not a director behavior. If I trust my PMs with guidance and review only final drafts, I'm doing the harder, more valuable version of my job — and I'm developing my team instead of stunting them."
- **Evidence anchor:** Your PMs were hired (likely with your input) because they're capable. One imperfect PRD is a coaching opportunity, not a catastrophe.

**Reframe 3 — For peer comparison:**
- **Old script:** "I'm younger and don't have an MBA. I got lucky."
- **New reframe:** "I reached director level 8 years earlier than my peers, without an MBA. That's not luck — that's evidence of accelerated growth through results. An MBA teaches frameworks; I learned by shipping products and leading teams in a live environment. Different path, comparable outcome. My peers are potential allies and mentors, not judges."
- **Evidence anchor:** The company evaluated you against its director bar and said yes. They have the data on your performance. Trust the signal.

### "If-Then" Coping Plan

| If I notice... | Then I will... |
|---|---|
| Tight chest and urge to stay silent in an exec meeting | Take one breath, recall Reframe 1, and ask one clarifying question within the next 5 minutes |
| Opening a PM's first PRD draft and starting a line-by-line edit | Pause, recall Reframe 2, close the doc, and schedule a 15-min feedback conversation instead of rewriting |
| Comparing myself to a peer director and feeling shame | Recall Reframe 3, open my evidence bank, read 2 entries, and consider asking that peer one genuine question |

---

## D) Evidence Bank

### Fear vs. Evidence Table

| Claim / Fear | Evidence Supporting the Fear | Evidence Against the Fear | Next Evidence to Gather |
|---|---|---|---|
| "I'm not qualified to be a director" | No MBA; youngest by 8 years; new to exec-level meetings | Promoted to Director based on track record; leading 4 PMs; company trusted me with this scope over other candidates | Ask VP in next 1:1: "What specifically made you confident in promoting me?" Document the answer. |
| "My ideas in exec meetings are naive" | Haven't tested this — you've been silent | No evidence your ideas are actually naive (you haven't shared them); your product judgment was strong enough to earn a promotion; PMs on your team likely rely on your judgment daily | Run experiment: contribute one point in next exec meeting. Note the actual response (vs. the predicted response). |
| "If a PRD has a flaw, it proves I'm a bad leader" | No data supporting this — it's a prediction, not a fact | Good directors delegate and coach; flaws in team output are normal and expected; your job is to build systems, not be the system | Track: What happens when a PM ships a PRD you didn't line-edit? Was there actually a catastrophe? |
| "I got promoted because of luck / timing" | None (feelings are not evidence) | Promotions at director level require leadership approval, often with calibration; you led the work that earned the promotion; you're managing 4 PMs and the team is functioning | Collect 3 specific examples of decisions you made that drove outcomes. Write them down this week. |

### Receipts (Pre-Populated Prompts for Your Context)

**Wins / Outcomes:**
- What product outcomes did you drive in the 12 months before your promotion? (Launches, revenue impact, user metrics, partnerships enabled)
- What was the hardest decision you made as a Senior PM / lead, and what was the result?
- What did your team ship in the last quarter under your leadership?

**Artifacts:**
- Which PRDs, strategy docs, or roadmaps did you author that were adopted?
- What cross-functional initiatives did you lead or unblock?
- Which product decisions did you make that leadership referenced positively?

**Feedback (Quotes):**
- What did your VP or skip-level say during your promotion conversation?
- What has your manager said in 1:1s about your strengths?
- What has a PM on your team said about your leadership or mentorship?
- What feedback did you receive in your last performance review?

**Skills Demonstrated:**
- List 3 things you can do today that you couldn't do 2 years ago.
- What do your PMs come to you for? (This reveals what others see as your expertise.)
- What have you taught someone else in the last 6 months?

**Calibration Notes:**
- "Strong evidence I can lead product strategy because: [promoted to director, leading 4 PMs, team is shipping]."
- "Uncertain about exec-level communication effectiveness; plan to gather evidence by: contributing in 2 meetings and noting responses."
- "Uncertain about delegation quality; plan to gather evidence by: letting 2 PRDs go through with lighter review and tracking outcomes."

---

## E) Experiment Plan (4 Weeks)

**Weekly cadence:** 2-3 experiments per week, plus 1 weekly reflection (Sunday evening, 15 min).
**Top avoidance loops to target:** (1) Silence in exec meetings, (2) Over-reviewing PRDs.

### Exposure Ladder (Easiest to Hardest)

1. Write down one thought/question during an exec meeting (private — don't share yet)
2. Ask one clarifying question in an exec meeting
3. Review only the final draft of one PM's PRD (skip earlier drafts)
4. Share a product perspective or recommendation in an exec meeting
5. Have a calibration conversation with your VP about "what good looks like"
6. Let a PM present their own PRD to stakeholders without your pre-review
7. Initiate a 1:1 coffee with a peer director to build the relationship
8. Share with your VP that you've been experiencing imposter feelings
9. Volunteer to lead a cross-functional discussion in an exec meeting
10. Present a strategic recommendation to the exec team with minimal over-preparation

### 4-Week Experiment Schedule

#### Week 1: Low-Risk Warm-Up (Difficulty 1-2)

| Experiment | Goal | Diff. | Schedule | Pass Signal | Debrief Question |
|---|---|---:|---|---|---|
| Write down 1 question per exec meeting (don't need to ask it yet) | Notice your thoughts; prove you *have* ideas | 1 | Every exec meeting this week | You wrote something down | "Was the question actually naive, or was it a real question?" |
| Ask 1 clarifying question in one exec meeting | Break the silence pattern with the lowest-risk contribution | 2 | Pick the meeting where you feel safest; target Wednesday or Thursday | You asked the question (regardless of response) | "What did I predict would happen vs. what actually happened?" |
| Skip the first-draft review of 1 PM's PRD | Begin loosening the control loop | 2 | Monday — pick the PM you trust most; tell them you'll review the final draft only | You did not open the first draft | "Did the world end? What happened to the PRD quality?" |

#### Week 2: Building Momentum (Difficulty 2-3)

| Experiment | Goal | Diff. | Schedule | Pass Signal | Debrief Question |
|---|---|---:|---|---|---|
| Ask 1 question in every exec meeting this week | Normalize speaking as a habit, not an event | 2 | Every exec meeting | Asked a question in each meeting | "Is it getting easier? What patterns am I noticing in how people respond?" |
| Move to final-draft-only review for 2 PMs | Extend delegation; recover hours | 3 | Communicate the change Monday; implement all week | Reviewed only final drafts for 2 PMs | "How much time did I save? Was the quality acceptable?" |
| Share one product insight or recommendation in an exec meeting | Move from questions (reactive) to contributions (proactive) | 3 | Pick one meeting; prepare 1 bullet in advance | You stated a perspective | "How was it received? Was it actually naive?" |

#### Week 3: Stretch (Difficulty 3-4)

| Experiment | Goal | Diff. | Schedule | Pass Signal | Debrief Question |
|---|---|---:|---|---|---|
| Have a calibration conversation with VP | Align on expectations; gather evidence for evidence bank | 4 | Schedule for Tuesday or Wednesday 1:1 | Conversation happened; you asked "what does good look like for me?" | "What did I learn? Did any of my fears match reality?" |
| Let one PM present their PRD to stakeholders solo | Trust your team publicly | 3 | Pick a mid-stakes meeting; brief the PM beforehand | PM presented; you observed without intervening | "What was the actual quality? What coaching would help?" |
| Initiate a 1:1 with a peer director | Break isolation; build peer support | 3 | Send the invite Monday; meet by Friday | Coffee/chat happened | "What did I learn about their experience? Did they seem to judge me?" |

#### Week 4: Integration + VP Script (Difficulty 4-5)

| Experiment | Goal | Diff. | Schedule | Pass Signal | Debrief Question |
|---|---|---:|---|---|---|
| Contribute proactively in every exec meeting (question or recommendation) | Speaking in meetings is now default, not exception | 3 | Every exec meeting | Contributed in each meeting | "How has my experience of these meetings changed over 4 weeks?" |
| Final-draft-only review is the new default for all 4 PMs | Delegation is the system, not the exception | 4 | Announce the process change in team meeting Monday | All PRDs this week go through the new process | "What's my weekly hours at? What did I do with the recovered time?" |
| Have the imposter syndrome conversation with VP (using script below) | Deepen trust; get support; normalize the experience | 5 | Schedule for Thursday or Friday 1:1 | Conversation happened; you shared honestly | "How did they respond? Do I feel more or less safe? What did I learn?" |

### Weekly Reflection Prompt (Sunday, 15 min)

1. What experiments did I complete this week? What did I skip and why?
2. What did I predict would happen vs. what actually happened?
3. What's one thing I want to add to my evidence bank?
4. What's my energy and anxiety level (1-10)? Is overwork decreasing?
5. What's my experiment focus for next week?

### If an Experiment "Fails"

An experiment only truly fails if you don't do it. If you speak up and it doesn't land perfectly, that's data, not disaster.

- **If you freeze in a meeting:** Write down what you would have said. Share it in Slack or a follow-up email. Count it as a half-rep.
- **If a PM's PRD has issues you would have caught:** Coach the PM on the gap. This is *your job* as a director — and it's more scalable than catching it yourself.
- **If the VP conversation feels awkward:** Awkward is normal for vulnerability. The fact that you had it is the win.

---

## F) Support Plan + Scripts

### Support Map

| Person | Role | What You Need | Check-in Cadence |
|---|---|---|---|
| VP (your manager) | Calibration, expectations, sponsorship | Clear "what good looks like" feedback; validation of your approach; safety to be honest about struggles | Weekly 1:1 (already exists); add a calibration question to 2 of the next 4 |
| Trusted peer director | Reality-check, normalization | Honest perspective on exec meeting norms; mutual support; confirm that discomfort is normal at this level | Biweekly 1:1 or coffee (start in Week 3) |
| PM on your team (most senior) | Delegation feedback loop | Honest signal on whether reduced review is working; flag when they need more support | Weekly team meeting + ad hoc |
| External mentor, coach, or therapist (optional) | Safe processing space | Someone outside the company to process imposter feelings without political risk | Monthly or as needed |

### Script 1: VP Calibration Conversation (Week 3)

> **You:** "Hey [VP name], I wanted to use some of our 1:1 time for calibration. I'm [X months] into the director role and I want to make sure I'm investing my energy in the right places. A few questions:
>
> 1. For someone at my level, what does 'good' look like in exec leadership meetings? I want to make sure I'm contributing at the right altitude.
> 2. On PRD quality — I've been closely reviewing every draft my team writes. I'm planning to shift to reviewing only final drafts and investing more in coaching. Does that align with your expectations for a director?
> 3. What's one thing I should do more of, and one thing I should do less of?
>
> I'm asking because I want to make sure I'm calibrating to the actual bar, not an imaginary one."

**Why this works:** It's framed as proactive leadership (calibrating expectations), not as a confession of weakness. It gets you concrete data for your evidence bank. It also signals maturity — directors who ask for calibration are more trusted, not less.

### Script 2: VP Vulnerability Conversation (Week 4)

> **You:** "Hey [VP name], I want to share something with you because I think it'll help us work together better. Since the promotion, I've noticed I'm putting a lot of pressure on myself — I've been reviewing every PRD, and I've been quieter in exec meetings than I want to be.
>
> When I'm honest about it, I think some of it is imposter syndrome. I'm the youngest director by a good margin, and I sometimes worry that my ideas aren't strategic enough for the room. I know rationally that this is a normal adjustment, but I wanted to be transparent about it.
>
> I'm already working on it — I'm speaking up more in meetings, I'm delegating more PRD review to my team, and I'm tracking the evidence that I'm performing well. What I'd find helpful from you is:
> 1. Honest feedback when I'm contributing well in leadership meetings (so I can calibrate).
> 2. A heads-up if you see me slipping back into over-controlling my team's work.
>
> I'm not asking for reassurance — I'm asking for calibration data. That's the most useful thing for me right now."

**Why this works:** It demonstrates self-awareness (a leadership strength). It asks for *specific, actionable* support, not generic comfort. It frames imposter syndrome as a pattern you're actively managing, not a crisis. It gives your VP a way to help that costs them almost nothing.

**Contingency:** If your VP seems uncomfortable or dismissive, that's useful data about the relationship's safety level. Pull back to the calibration framing (Script 1) and rely more on peer/external support.

### Script 3: Peer Director Reality-Check (Week 3)

> **You:** "Hey [peer name], I've been wanting to connect more with the other directors. I'm [X months] into the role and still figuring out the rhythm of exec meetings and director-level work. I'd love to grab coffee and hear how you approached the transition when you first stepped into a director role.
>
> Specifically, I'm curious about: how did you figure out the right altitude for exec meetings? And how do you balance being in the details with your team vs. staying strategic?"

**Why this works:** It's framed as a peer learning conversation, which is natural and flattering for the other director. It normalizes your transition without requiring vulnerability. It may surface the fact that they also experienced imposter feelings.

### Script 4: Delegation Framing for Your Team (Week 1-2)

> **You (in team meeting or 1:1):** "I want to adjust my review process. Up until now I've been reviewing every PRD draft, which isn't the best use of either of our time. Going forward, I'd like you to own the drafting process end-to-end and bring me the final draft for review. If you're stuck or want an early gut-check, ping me — but the default is that you own it.
>
> This isn't because I'm checking out. It's because I trust your judgment and I want to invest my time in coaching and strategic work instead of line-editing. If the quality bar needs to shift, we'll calibrate together."

---

## G) Maintenance + Relapse Plan

### Daily Routine (2 minutes)

- **Morning (1 min):** Before your first meeting, read one entry from your evidence bank. Remind yourself: "I am in a growth zone. Discomfort is the signal, not the verdict."
- **Evening (1 min):** Write down one thing you did today that the imposter voice said you couldn't. Even small things count ("I asked a question in the product sync").

### Weekly Routine (15 minutes, Sunday evening)

- Update your evidence bank with 1-2 new entries (wins, feedback, decisions made).
- Complete the weekly reflection prompt (Section E).
- Review next week's experiments and schedule them.
- Check your weekly hours — are you trending toward 50 or creeping back to 60+?

### Monthly (optional, 30 minutes)

- Reread your trigger and pattern map. Has anything shifted?
- Review 4 weeks of evidence bank entries. Notice the cumulative weight.
- Decide if you need to adjust experiments (raise difficulty, change focus, add support).
- Consider whether a therapist or coach would be helpful for the next phase.

### Relapse Signals (How You Know It's Returning)

- You catch yourself line-editing a PM's first draft again
- You go through an entire exec meeting without speaking
- Weekly hours creep above 55
- You start canceling or avoiding 1:1s with peer directors or your VP
- The "I got lucky" narrative starts playing on repeat
- You feel dread before meetings that used to feel manageable

### Relapse Response (Within 24 Hours)

1. **Notice and name it:** "This is the imposter loop. I've seen this before. It's returning because [new stressor / transition / high-stakes moment]."
2. **Open your evidence bank.** Read 5 entries. The point is to interrupt the spiral with facts.
3. **Pick one micro-experiment** from your exposure ladder and do it within 48 hours. Action breaks the avoidance cycle.
4. **Text or message one support person** (VP, peer, mentor): "Hey, I'm in a stretch right now. Can we do a quick calibration check this week?"
5. **Reduce scope** if you're overloaded. Use the boundary script: "I can take this on, but I'd need to trade off [X]. Which should I deprioritize?"
6. **Recommit to the maintenance routine** for at least 2 weeks. The routine works; the relapse happened because you drifted from it.

---

## H) Risks / Open Questions / Next Steps

### Risks

| Risk | Mitigation |
|---|---|
| **Overwork relapse:** 60+ hour weeks resume under deadline pressure | Track hours weekly in reflection. If hours exceed 55 for 2 consecutive weeks, trigger relapse protocol. Delegation is the structural fix. |
| **VP conversation backfires:** VP is dismissive or uncomfortable | Start with calibration script (Week 3) before vulnerability script (Week 4). If calibration goes poorly, rely on peer/external support and deprioritize VP vulnerability. |
| **Unsafe environment:** Other directors or leadership actually do judge you for age/credentials | This is a real possibility. If you gather evidence that the environment is genuinely hostile (not just your fear), shift to boundary-setting and sponsorship-seeking. This pack manages internal patterns; it cannot fix a toxic culture. |
| **Delegation causes quality issues:** PMs produce weaker PRDs without your review | Expect a temporary quality dip. Coach through it rather than reverting. If systemic issues emerge after 3-4 weeks, recalibrate the review process (but don't return to reviewing every draft). |
| **Plan too ambitious given workload:** 60-hour weeks leave no room for reflection | The plan is designed to *replace* overwork hours with higher-leverage activities. If it feels additive, cut to 1 experiment per week + Sunday reflection only. |
| **Imposter feelings worsen / become clinical anxiety** | Monitor for: inability to sleep, persistent panic, dread that prevents functioning. If these appear, pause the plan and seek a therapist or counselor. This pack is not therapy. |

### Open Questions

1. **How safe is the VP relationship, really?** The calibration conversation (Week 3) will test this. Adjust the vulnerability script based on the response.
2. **Are your PMs actually ready for more autonomy, or does one need more coaching?** The delegation experiments will surface this. Be ready to differentiate your approach per PM.
3. **Is anyone else at the company experiencing similar imposter patterns?** You may not be alone. A peer director or another young leader could be a mutual support partner.
4. **Are there objective competence gaps at the director level?** The calibration conversation with your VP should reveal whether there are real skill areas to develop (e.g., exec communication, board prep, financial modeling). If yes, pair those with a learning plan — imposter management + skill-building, not one or the other.
5. **What will you do with the hours you recover from reducing PRD reviews?** Invest them in strategic work, relationship-building, and rest — not in finding new things to over-control.

### Next Steps (Next 7 Days)

| Day | Action |
|---|---|
| **Day 1 (Monday)** | Tell your most trusted PM that you're shifting to final-draft-only reviews. Start the delegation experiment. |
| **Day 1 (Monday)** | Set up your evidence bank document (use Section D prompts). Spend 20 minutes populating it with at least 5 entries. |
| **Day 2-3** | In the next exec meeting, write down 1 question you *would* ask (even if you don't ask it yet). |
| **Day 3-4** | In the following exec meeting, ask one clarifying question. Note what happens. |
| **Day 5 (Friday)** | Send a meeting invite to one peer director for a coffee chat next week. |
| **Day 7 (Sunday)** | Complete your first weekly reflection (15 min). Update evidence bank. Plan Week 2 experiments. |

---

*This pack is a self-management tool, not professional mental health support. If imposter feelings become debilitating, cause persistent anxiety or panic, or affect your ability to function, please seek support from a licensed therapist or counselor. This plan can complement professional support but does not replace it.*