More on Imposter Syndrome

Introduction

Imposter Syndrome is a psychological pattern where capable and competent individuals doubt their abilities, skills or accomplishments and fear being exposed as a “fraud,” despite evidence of their success.

“…Surveys suggest up to 70% professionals experience this at some point. The narrative surrounding it usually negative: imposter syndrome leads to overwork, perfectionism, etc to share ideas and burn out…”

— Michelle Gibbings, 2025g

Key Features of Imposter Syndrome

• Persistent self-doubt (even with proven competence, people believe they are not good enough)
• Attributing success externally (success is seen as luck, timing, or others’ help, rather than one’s own capability)
• Fear of exposure (anxiety about being “found out” as inadequate)
• Perfectionism and overwork (to avoid being “caught,” sufferers may over-prepare or overcompensate)

It is common in high achievers, leaders and professionals in environments of high expectations or constant change.

However, there can be a positive side to imposter syndrome: it

“…can motivate individuals to prepare thoroughly, work diligently and remain humble……Self-doubt can prompt people to listen more attentively, try more effectively and continuously improve…… Employees who experienced imposter thoughts were often rated as more interpersonally effective by colleagues……it can help shift your perspective. It signals care, commitment and a desire to excel. The challenge lies in ensuring those feelings are channelled into productive growth rather than paralysing self-sabotage…”

— Michelle Gibbings, 2025g

Application to Change Management

Change management often involves new roles, responsibilities, technologies and ways of working, which can trigger or worsen imposter feelings. Some examples:

1. Employee Reactions to Change

• Fear of incompetence (staff may feel they lack the skills to adapt to for example new systems or processes)
• Reduced engagement (instead of embracing change, employees may withdraw or resist due to self-doubt)
• Perfectionism leading to burnout (in efforts to prove themselves, employees may overwork, undermining productivity)

2. Leaders During Change

• Even experienced leaders may feel like imposters when leading transformation they don’t fully understand.
• They may avoid asking for help or delegating, fearing it reveals weakness.
• This can lead to micromanagement or poor decision-making.

3. Impact on Change Outcomes

• Resistance disguised as “caution” (people may hold back from contributing ideas or taking ownership)
• Slower adoption (if individuals doubt themselves, they hesitate to experiment or take risks)
• Talent underutilisation (skilled people may self-limit, holding back innovation)

(main source: Michelle Gibbings, 2025g)