perfectionism

High-achieving employees sometimes find themselves doubting their capabilities even though they are more than qualified. 

Imposter syndrome can be defined as “a behavioral health phenomenon described as self-doubt of intellect, skills, or accomplishments among high-achieving individuals.” Those who possess imposter syndrome cannot internalize their successes and subsequently feel fraudulent despite verifiable evidence that they are successful. 

In order to combat imposter syndrome it can be helpful to identify how the imposter syndrome is presenting itself. 

While attention to detail is important, it can become detrimental when it reaches the point of perfectionism. Individuals who strive to create flawless deliverables at all times may possess imposter syndrome. Since they doubt their intellect, they want to ensure that everything is entirely correct before finalizing anything. These individuals tend to be overly self-critical and hold themselves to higher standards than the standards they set for those around them. This pursuit of unattainable standards cannot be sustained in the long run and may ultimately lead to self-sabotaging.   

2. Super-heroism 

This frequently presents as over-preparing for tasks to appear capable of completing them. Individuals may feel compelled to be the best at everything and that overpreparation will allow them to achieve this. Oftentimes, super-heroism leads people to overwork themselves and can cause serious mental health implications. 

3. Fear of Failure 

Individuals with imposter syndrome may fear being shamed if they fail to properly complete a task. They fear being exposed as an imposter in the event that they were to fail. This can lead to avoidance of certain tasks altogether because it is believed that not trying at all is favorable to underperforming. 

Although fear of failure is commonly perceived to be related to externally imposed tasks, however, it can occur with self-imposed achievement-related tasks as well. Ultimately, avoidance of self-imposed tasks out of fear of failure can prevent progress toward personal career goals.

4. Denial of Capability 

Discounting one's intelligence, experiences, and skills is another manifestation of imposter syndrome. People who have imposter syndrome may attribute their successes to external factors or even random chance. Even if evidence can be provided to validate their contributions, individuals may continue to discredit their influence in their achievements. 

5. Fear of Success 

Although contrary to the previously discussed fear of failure, imposter syndrome may lead to fear of success. This occurs because an individual perceives failure as a positive feedback mechanism. They may have difficulty recognizing their successes as success can lead to high future expectations or additional workloads. 

Multiple of these characteristics of imposter syndrome can appear simultaneously and amplify the negative implications of imposter syndrome. Characteristics may present differently depending on the person and their workplace environment. 

If the previously discussed characteristics of imposter syndrome are present, there are some ways to decrease the fraudulent feelings that arise. 

Imposter syndrome often leads individuals to emphasize their weaknesses. It is imperative that individuals struggling with imposter syndrome focus on their strengths as much as they are considering their weaknesses. If there is a particular area that is difficult, consider exploring a skill that feels more natural. Making a list of individual successes or even analyzing data of successful past initiatives may allow for the recognition of personal accomplishments. 

2. Talk to someone 

Reaching out to peers or mentors is a beneficial way to combat imposter syndrome. Having an open dialogue about doubts and struggles in the workplace can work to diminish the sense of incompetence. Groups such as horizontal mentor groups can serve as a great resource for those struggling with imposter syndrome. Peers within these horizontal groups likely have had similar experiences and can provide strategies they used to overcome their self-doubts. 

3. Counseling

Speaking with a counselor about imposter syndrome can bring awareness to what is contributing to feelings of imposter syndrome. Specifically, compassion-focused therapy can be a helpful tool in combating imposter syndrome. Compassion-focused therapy is designed for patients who are highly self-critical and works to manage those behaviors. 

Most importantly, it is important to recognize that there are others who struggle with imposter syndrome. Taking active steps to counteract feelings of imposter syndrome will provide immense career benefits. 

Combating imposter syndrome can also be influenced by management. Managers must recognize the impact that they can make on imposter syndrome in the workplace and take action to limit it. Although counteracting imposter syndrome is largely a personal journey, external factors may also have implications. Here are some approaches managers can take to improve the workplace experience for individuals who have imposter syndrome. 

What provokes imposter syndrome varies on an individual basis, however, managers can take note of situations or responsibilities that contribute to employees' imposter syndrome. For example, on a team with many experienced employees, a younger team member may feel uncomfortable leading an initiative despite their qualifications. This situation may potentially contribute to imposter syndrome and a manager can help by reassuring the team member of their capabilities. 

Individuals dealing with imposter syndrome may have difficulties recognizing their own achievements. As a manager, it is important to help acknowledge when employees have successes. This helps validate that they are capable and a valuable contributor to the team. 

Managers should foster an environment that celebrates all individuals and that isn’t limited to solely embracing successes. Encourage employees to experiment in the workplace and do things for the sake of learning rather than only for accomplishments. Developing a strong sense of psychological safety will help ensure everyone that it is acceptable to make mistakes. 

Another method to increase psychological safety while reducing feelings of imposter syndrome is to encourage open dialogue between team members. Ensuring that all team members feel comfortable discussing their experiences within the workplace with their manager is a crucial aspect of counteracting imposter syndrome. 

Underrepresented groups may experience amplified effects from imposter syndrome. Recognize that these individuals may need additional support ensuring that there is a sense of belonging within the workplace. It is also important to be conscious of how personal biases may alter the treatment of individuals from underrepresented groups because this can contribute to their imposter syndrome characteristics. 

Imposter syndrome can be very prevalent among individuals who have achieved great success. Recognize that some characteristics of imposter syndrome such as self-doubt are natural and occur among everyone on occasion. If characteristics of imposter syndrome persist for extended periods of time, it should be explored since it can limit one's ability to succeed. 

On the surface, Micheal looked like a dream hire. As the VP of Technology at a fast scaling fintech firm, he moved fast, delivered faster, and held his team to exceptional standards. Colleagues praised his work ethic. The CEO trusted his judgment implicitly. Micheal didn’t just meet deadlines, he bulldozed through them, building systems that scaled and workflows that hummed with efficiency.

But there was something building slowly.

It wasn’t anything major at first. A bug in the product’s dashboard that should’ve been caught. A delay in a data migration project with no proactive heads up. A misconfigured server that took days to surface. These were minor errors, but they shared a troubling theme: no one knew about them until they became unavoidable.

Micheal’s instinct wasn’t to hide. It was to fix it. Quietly. Silently. After all, in his mind, owning mistakes was a weakness. Admitting fault would diminish his authority. The less leadership had to worry, the better. But that’s where the danger crept in: small mistakes left unspoken that compounded over time. And for a business growing fast, every day a mistake goes unaddressed is a day risk quietly metastasizes.

When Micheal chose not to surface small mistakes, he didn’t do it out of malice, he did it out of a sense of responsibility. But that sense of “I’ll fix it myself” gradually evolved into a pattern of withholding information. In a leadership role, withholding, even unintentionally, becomes dangerous not just for the team, but for the organization.

Delayed Visibility = Escalated Cost: What starts as a minor issue can quickly evolve into a major operational disruption when not surfaced early. Small bugs become cross functional fire drills simply because leadership wasn't informed in time.

Poor Data Leads to Poor Decisions: When issues are hidden, leaders make strategic decisions based on incomplete or inaccurate information which impacts everything from resource allocation to investor communications.

Silence Breeds More Silence: When a senior leader withholds problems, it sets a cultural precedent. Teams may follow suit, eroding trust and psychological safety. Without a culture of transparency, systemic risks go unnoticed until they explode.

When a high performing employee begins withholding mistakes out of pride, leaders must act quickly, but thoughtfully. Here's a clear 5 step approach to address the issue while preserving trust and performance:

Before assuming the worst, pull the employee aside, and have a transparent conversation of what is going on. It could be work related stress or a personal issue. Showing empathy, not suspicion opens the door for honest dialogue and signals that you care about the person, not just the output.

Dig deeper into why mistakes weren’t communicated. Avoid blame, instead, ask, “What made you feel like you had to handle this on your own?” Often, pride is a shield for fear or pressure. Use coaching to uncover the root cause and align on shared expectations.

Clarify that real leadership isn’t about perfection, it’s about visibility. Frame early communication as a strategic behavior. Then model it yourself. Share your own mistakes in team settings and how transparency helped prevent larger issues. This redefines what “strong leadership” looks like. Opening up to that vulnerability will also build a stronger relationship.

Build simple routines that make it easy, and expected, for your team to surface issues early. Something as quick as a weekly 15 minute “Red Flag Roundup” can give everyone a low pressure space to share blockers or risks. Pair these check ins with transparent performance updates so everyone knows how their work stacks up against expectations. When transparency becomes part of the rhythm, it feels safe and normal.

Make it a point to praise people not only for delivering results, but for speaking up when something’s off, even if they had a hand in the mistake. When someone flags a problem early, thank them publicly. This shows the team that being upfront isn’t damaging, it’s leadership. Over time, this reshapes the culture from “look perfect” to “work smart and stay accountable.”

High standards are an asset, until they’re paired with ego that discourages openness. Even top performers can become blind spots when they value perfection over transparency.

The takeaway for leaders is clear: Don’t wait for avoidable crises to expose cultural weaknesses. Create an environment where speaking up is rewarded, not penalized. Redefine strength as accountability, not invincibility. Because in business, it’s rarely the initial mistake that causes the most damage; it's the silence that follows.