How personal growth and skill development can influence fintech CEOs’ leadership styles?

Writer’s Note: This story is the third part of the series, ‘The Journey to Leadership’, spotlighting six fintech CEOs and their individual journeys. In the inaugural installment of the series,  I explored the key lessons these leaders have learned and how their diverse experiences — from triumphs to setbacks — have sharpened their perception of their roles and capabilities. The second installment of the series highlights the ‘what ifs’ in the decisions these fintech CEOs would have reconsidered if they could start over. 

The third chapter of this series explores how these fintech CEOs hone their professional skills while overcoming personal obstacles and how personal growth can influence and improve their leadership approach.

As CEOs tackle the complexities of their role, the external challenges they overcome often mirror their internal growth. We explore both the personal growth of fintech CEOs and their evolution as leaders and product experts, highlighting the skills that bridge these two aspects.

Conquering ‘imposter syndrome’

The last four years have pushed Stephany Kirkpatrick, CEO and founder of Orum, to step out of her comfort zone and overcome imposter syndrome in every aspect of her life.

“Building a company is hard and sometimes there is more than one right answer — sometimes there is no right answer! It’s truly a learn-by-doing experience,” said Kirkpatrick.

In the early stages, Kirkpatrick struggled with a major challenge as a founder lacking technical expertise, doubting her capability to bring her vision to life. She analyzed this internal dilemma and sought advice from various sources. The consensus was to find a technical co-founder due to her non-technical background. Despite this advice, Kirkpatrick trusted her instincts and chose a different path – the path less traveled. …