The five different types of impostor syndrome

Impostor Syndrome Archetypes

According to Dr. Valerie Young, a leading expert on the subject of impostor syndrome, these feelings of self doubt are not one-size-fits-all. Here are the five different types of impostor syndrome:

#1 Expert - You expect to know everything and feel ashamed when you don't.

#2 Soloist - You believe work must be accomplished alone and refuse to take any credit if you received any kind of assistance.

#3 Natural Genius - You tell yourself that everything must be handled with ease, otherwise it's not "natural talent".

#4 Superperson - You feel you should be able to excel at every role you take on in your life.

#5 Perfectionist - You set impossibly high standards for yourself and beat yourself up when you don't reach them.

Understanding the different types of impostor syndrome is an important first step, as each manifestation requires a unique toolkit of solutions to help overcome this common psychological trap experienced by professionals.

Read about the strategies to combat each type here.

The Upside of Impostor Syndrome

In workplace settings, at least, those harboring impostor-type concerns tend to compensate for their perceived shortcomings by being good team players with strong social skills, and are often recognized as productive workers by their employers.  “People who have workplace impostor thoughts become more other-oriented as a result of having these thoughts,” says Basima Tewfik, an assistant professor at the MIT Sloan School of Management and author of a new paper detailing her findings. “As they become more other-oriented, they’re going to be evaluated as being more interpersonally effective.”

She adds, “What I don’t want people to take away is the idea that because people with impostor thoughts are more interpersonally effective, it’s not a problem.”

Peter Dizikes, MIT News

Acting The Part

The late Oscar-winning director Sydney Pollack once told me that he was at a loss when he first moved behind the camera, so he simply acted like a director. 

 The feeling of not being up to the job, the belief that the role is too big, is something every leader has felt. It is evidence that the role is greater than the individual—and thus worth taking on. Pollack made the leader's requisite leap into the unknown, accepting the risk of failure that is the first step in becoming a leader—and he excelled. 

That adaptive capacity is the most important attribute in determining who will become a leader. It's also the defining trait of the best actors. Inhabiting roles other than the one most of us think of as self is essential to both. So is the empathy needed to project yourself into someone else's skin.

Like great actors, great leaders create and sell an alternative vision of the world, a better one in which we are an essential part. Philosopher Isaiah Berlin wrote that Churchill idealized his countrymen with such intensity that in the end they rose to his ideal. Mahatma Gandhi made India proud of herself. Washington and the other Founding-Fathers shared that great leader's gift of making people believe they could be—and were—part of a great nation. Martin Luther King Jr. had that same genius. 

When you consider such towering and theatrical leaders, you realize leadership may be the greatest performing art of all—the only one that creates institutions of lasting value, institutions that can endure long after the stars who envisioned them have left the theater. 

Warren Bennis, The Essential Bennis

Self-handicapping

The fear of being unmasked as the incompetent you “really” are is so common that it actually has a clinical name: impostor syndrome. A shocking number of successful people (particularly women), believe that they haven’t really earned their spots, and are at risk of being unmasked as frauds at any moment. Many people deliberately seek out easy tests where they can shine, rather than tackling harder material that isn’t as comfortable.

If they’re forced into a challenge they don’t feel prepared for, they may even engage in what psychologists call “self-handicapping”: deliberately doing things that will hamper their performance in order to give themselves an excuse for not doing well. Self-handicapping can be fairly spectacular: in one study, men deliberately chose performance-inhibiting drugs when facing a task they didn’t expect to do well on. “Instead of studying,” writes the psychologist Edward Hirt, “a student goes to a movie the night before an exam. If he performs poorly, he can attribute his failure to a lack of studying rather than to a lack of ability or intelligence. On the other hand, if he does well on the exam, he may conclude that he has exceptional ability, because he was able to perform well without studying.”

Megan Mcardle writing in the Atlantic