You’ve probably heard someone say it—or maybe even said it yourself:
“One day, they’ll figure out I have no idea what I’m doing.”
That’s not modesty. It’s not insecurity. And it’s not a sign that someone isn’t cut out for leadership or high-level performance.
It’s impostor syndrome.
Impostor syndrome is one of the most misunderstood challenges facing high-performing people today. It’s quietly running beneath the surface in your meetings, your mentorship sessions, and your performance reviews—and if you’re in a leadership role, it’s likely affecting some of your best people.
In this post, we’ll dig into:
- Where impostor syndrome came from
- What it is—and what it definitely isn’t
- The five “competence types” that keep high-achievers stuck
- And what leaders can do to help their teams rise above self-doubt
Where It All Began
Impostor syndrome, originally known as “Impostor Phenomenon,” was first named in 1978 by psychologists Dr. Pauline Clance and Dr. Suzanne Imes. They noticed a recurring theme among high-achieving women: Despite credentials, accomplishments, and external success, these women still believed they were frauds.
Since then, the conversation has expanded. It’s not just a women’s issue. We now know that impostor syndrome transcends gender, race, industry, and position.
A Modern Definition
Google defines it as “The persistent belief that one’s success is undeserved or illegitimately achieved despite evidence to the contrary.”
But that barely scratches the surface. That definition leaves out what it actually feels like to live with it.
Here’s how I define it:
Impostor syndrome is the chronic inability to feel great about being great.
It’s the mismatch between your competence and your confidence—and it’s quietly limiting your influence.
What Impostor Syndrome Is NOT
There are a lot of myths floating around about impostor syndrome. So, let’s clear them up.
Impostor syndrome is not:
- A lack of self-esteem
- A lack of confidence
- False humility or modesty
- Occasional self-doubt
- Hating your job
- A sign of being in the wrong field
- A mental illness or character flaw
- A “women’s issue”
- A permanent condition
- A superpower you should embrace
- Actual fraudulence (think Elizabeth Holmes or Frank Abagnale Jr.)
Most importantly, it’s not always visible—even to the person experiencing it. And because it doesn’t “look” like a problem on the outside, it often goes unaddressed in the workplace.
The 5 Competence Types (According to Valerie Young)
Dr. Valerie Young, co-founder of the Impostor Syndrome Institute, built on Clance and Imes’ work by introducing a framework to explain the different internal rules we place on ourselves—what she calls competence types.
These are five unrealistic, self-imposed definitions of what it means to be “good enough.”
1. The Perfectionist
Focuses on flawless performance. A single mistake feels like total failure.
2. The Expert
Strives to gather all information before acting. If they don’t know the answer, they question their entire qualification.
3. The Natural Genius
They equate talent with instant mastery. A learning curve implies incompetence.
4. The Soloist
Collaboration feels like cheating.
5. The Superhuman
They’re constantly multitasking and never say no.
Most people resonate with more than one. Once you recognize your own definition of competence, you start to see how those unrealistic standards drive your behavior.
Coping Strategies That Look Like “High Performance”
Here’s the tricky part: impostor syndrome doesn’t always show up as failure. It often shows up as overachieving—because people try desperately to avoid being “found out.”
Common coping behaviors include:
- Overpreparing for everything
- Procrastinating (but still pulling off great results)
- Playing “under the radar”, avoiding visibility and credit
- Brushing off praise or recognition
- Using humor or charm to mask fear
- Staying quiet, even when they have great ideas
- Self-sabotaging: job-hopping, lateness, disorganization, even substance abuse.
These behaviors can look like ambition, creativity, or dedication—but they’re often rooted in fear.
Why This Matters for Leaders
You might be thinking, “Okay, but if my team is still performing, what’s the issue?”
Here’s the issue: Impostor syndrome quietly erodes trust, creativity, and growth. It makes people question themselves at the exact moment they need to step up.
Your team members might:
- Say no to promotions they’re fully qualified for
- Avoid sharing ideas in meetings
- Burn themselves out trying to “prove” they belong
- Drop out of high-visibility projects
- Leave the organization altogether
And the kicker? These are often your top performers.
One Powerful First Step You Can Take
If you lead a team, coach clients, or influence culture, here’s where to start:
👉 Acknowledge it. Normalize it. Name it.
You don’t need to be a therapist. Just be someone who creates space for this conversation. You can ask questions like:
- “What’s something you’re proud of that others might not see?”
- “What makes you feel like you don’t belong—even when you clearly do?”
- “What unrealistic standard do you feel like you have to live up to?”
These questions open the door for powerful, healing conversations. And they help your people show up more fully—without the invisible weight of impostor syndrome.
Final Thought
Dr. Phil McGraw said it well:
“You can’t change what you don’t acknowledge.”
Impostor syndrome isn’t just a mindset issue. It’s a leadership opportunity.
Because when we give our best people the tools to believe in themselves, they’re not just more confident—they’re more innovative, more engaged, and more willing to lead.
Let’s help them match their confidence to their competence—so they can give their best effort, not just to their job, but to themselves.
Want more? This is just a summary of Chapter 2 of Get Your Best People to Give Their Best Effort. If you found this helpful, find the book on Amazon and be on your way to leading your team to their true excellence!