Some Different Types of Imposter Syndrome

Five Main Types of Imposter Syndrome.

Each shows up differently during change initiatives but also offers clues for how to support people through change.

1. The Perfectionist

• Traits (feels they must deliver 100% flawlessly; any small mistake is seen as failure.)
• In Change:
  • Struggles with trial-and-error learning during change, eg, adapting to a new system.
  • May delay adoption until they feel “perfectly ready,” slowing momentum.
  • Can burn out by over-preparing or overworking to “get it right”
• Change Support:
  • Reinforce progress over perfection.
  • Encourage pilot tests, iterations and “good enough” solutions.
  • Publicly normalize mistakes as part of learning.

2. The Expert

• Traits: Believes they must know everything before acting; feels like a fraud when faced with gaps in knowledge.
• In Change:
  • Hesitant to step into new processes until they feel fully trained.
  • May resist change that makes them feel like a novice again.
  • Can over-invest in research or training, slowing action.
• Change Support:
  • Provide structured upskilling, micro-learning and easy access to “how-to” resources.
  • Acknowledge and value their existing expertise while encouraging curiosity.
  • Frame change as an opportunity to expand their knowledge, not erase it.

3. The Soloist

• Traits (feels asking for help reveals inadequacy. Values independence above collaboration.)
• In Change:
  • May struggle with teamwork needed for transformation projects.
  • Avoids admitting confusion, which can cause delays or hidden errors.
  • Feels isolated in adopting new practices.
• Change Support:
  • Build collaboration rituals like buddy systems, peer-learning circles, etc.
  • Normalize help-seeking as a sign of strength, not weakness.
  • Publicly model leaders asking for help.

4. The Natural Genius

• Traits (believes competence should come effortlessly; struggles if learning feels slow or difficult.)
• In Change:
  • Easily frustrated with steep learning curves, eg, new digital tools.
  • May disengage if they don’t succeed immediately.
  • Risk of hiding difficulties instead of persisting.
• Change Support:
  • Break learning into small, achievable steps.
  • Share stories of respected leaders who also had to “struggle and learn.”
  • Reframe learning as growth, not weakness.

5. The Superhuman (or Workaholic)

• Traits (measures worth by productivity and overwork; feels like a fraud if they’re not outperforming others.)
• In Change:
  • Takes on extra work during transformation to prove value.
  • May resist change if it reduces workload, fearing they’ll lose their “edge.”
  • Risk of burnout and resentment.
• Change Support:
  • Encourage balance and sustainable effort.
  • Recognize contributions beyond raw output eg, adaptability, collaboration.
  • Shift focus from “quantity of work” to “impact of work.”

Takeaway for Change Leaders

Each imposter type experiences change as a threat to identity (not just a process shift); by recognising these patterns, leaders can tailor support:

• Perfectionists to normalize mistakes.
• Experts to provide learning pathways.
• Soloists to promote collaboration.
• Natural Geniuses to reframe learning as growth.
• Superhumans to emphasise sustainable impact.

(main source: Michelle Gibbings, 2025g)