Imposter Syndrome: The Uncelebrated Virtue of Self-Doubt

Why questioning yourself might be your secret superpower...

I’ve often been told I “overthink” – and recently, I noticed myself apologising for it again.

It’s true. I take my time making decisions because I want to understand all angles and anticipate potential impacts. It’s partly perfectionism (which I’m working on!) and partly my personality and preference.

I’m cautious of “snap decisions” because they come from what psychologists call System 1 thinking [1]: fast, instinctive, but prone to bias. I make it a habit to pause, think twice, and question myself – especially when it’s a high-stakes decision.

The problem? In many workplaces, “overthinking” is treated as a weakness. Leadership capability frameworks often demand decisiveness, firmness under pressure, and fast action.

Yet, being willing to rethink one’s decision – to question assumptions or to consider new evidence – isn’t always indecisiveness, it’s responsible leadership. The right amount of self-doubt can prove itself to be a significant strength.

Rethinking imposter syndrome

One of the ways in which self-doubt can manifest is in so-called “imposter syndrome.”

Imposter Syndrome isn’t officially a psychological disorder. It’s a term (dating back to 1978)[2] that is used to describe a common experience among high achievers where they feel “intellectual phoniness.” They doubt their own capabilities, despite having high qualifications and achievements. They attribute their success to luck or timing rather than their abilities – and therefore feel like they are a “fraud” who doesn’t belong (or deserve to be) where they are.

One important critique of imposter syndrome is that it is wrongly treated as an individual syndrome when it is actually a structural issue[3] As this HBR article highlights [4] the ‘imposter’ thought pattern isn’t an illusion that arises in the individual but a manifestation of systemic bias in their social and cultural environment. There’s a reason why women and minoritised groups are more likely to demonstrate this “syndrome” – and it’s misleading because it directs our focus on fixing the individual instead of fixing the workplace.

But my point is a bit broader...

What I’m wondering is: Is “feeling like an imposter” necessarily always a negative thing?

Can it be reframed as a sign of humility and self-awareness?

"Imposer Syndrome"

To answer this, I started thinking about the opposite – the absence of self-doubt – what I like to call “Imposer Syndrome.” This might look like:

• Being so sure of yourself that you don’t double-check your work

• Choosing not to prepare for meetings, appointments, or interviews

• Constantly ‘winging it’ and being overconfident to the point of self-delusion

From an organisational point of view, isn’t this so much more concerning?

(And we all know those people… who, y'know, could probably use a little more self-doubt!)

In terms of impact, “underthinking” is just as risky as “overthinking!”

As Amanda Montell writes in 'The Age of Magical Overthinking' [5] : "Modern productivity dogma encourages us to act fast, and milk our exceptionalism for all it's worth. Under that kind of pressure, perhaps the truest rebellion is to embrace our ordinariness".

Extroversion bias

People who make snap decisions may seem decisive, but their instinctive choices can be overconfident, overoptimistic, or influenced by cognitive biases.

In contrast, those who pause and reflect often make more informed and responsible decisions – but their thoughtfulness can be misconstrued as a lack of confidence or competence.

This connects to a broader organisational pattern: extroversion bias. [6]

In many teams, the loudest and fastest voices dominate – while reflective thinkers are overlooked.

We can counter this by prioritizing quiet reflection and reasonable self-doubt, which would ensure that decisions are thoughtful, inclusive, and robust, rather than just fast.

the benefits of reasonable self-doubt

A healthy dose of self-doubt can foster a greater sense of equity and inclusion, and also drive behaviours that ultimately enhance personal and organisational effectiveness, for example:

Openness to Ideas: considering perspectives that might initially be overlooked.

Preparation: more careful and thorough preparation, reducing mistakes.

Listening Skills: space for others’ insights and more inclusive decision-making.

Humility: keeps overconfidence in check.

Flexibility: allows for course correction, ultimately building greater trust.

Implications for Coaches

For executive and leadership coaches, this reframing has an important implication. When a client says “I feel like an imposter,” the instinct is often to move quickly into confidence-building - but sometimes, the more valuable work might be to slow down and get curious about what that self-doubt is protecting.

·      Is it pointing to a real stretch, a new identity, or an ethical tension they are navigating?

·      Is it a reflection of structural or systemic barriers where they work?

·      What part of the self-doubt contains useful information?

·      How can self-doubt and “not knowing” be turned into curiosity and new learning?

Rather than trying to eliminate uncertainty, coaches can help leaders distinguish between crippling self-doubt and productive self-questioning - and build the capacity to think more deeply and more responsibly, under pressure.

Embracing Self-Doubt: 5 Key leadership behaviors

Here’s how leaders can embrace and role-model ‘reasonable self-doubt’.

1. Encourage thoughtful (rather than just quick) decisions: Normalise reflection and reconsideration. Play devil’s advocate, consult different stakeholders and ask the “unusual” suspects for their views – especially those who might have a different perspective from your own.

   
   

2. Counteract Extroversion Bias: Seek input from quieter team members whose insights might otherwise be overlooked. This doesn’t mean putting people on the spot, it could be an email or a quiet check in after the meeting. In fact, where possible, give people time to reflect independently before gathering to make decisions as a group – this mitigates the dominance of louder members and groupthink in the final outcome.

   
   

3. Model Humility: Show that it’s okay to pause, revise, and adapt, and that thoughtfulness is valued over ego. It’s OK to say ‘I don’t know’ or ‘I need time to think this through.’ If you’re willing to be honest about when you don’t have an answer, people will be more likely to trust your answer when you do have one!

   
   

4. Foster Psychological Safety: Teams are more likely to speak up and share ideas when questioning assumptions is encouraged as the norm. If you’re the senior-most person in the room, speak last. Let others offer their opinion first, before being influenced by what they think you want to hear. Focus on collective responsibility rather than individual glory (or blame).

   
   

5. Balance Speed with Quality: Decisiveness matters, but combining it with reflection ensures decisions are not just fast, but also thoughtful and sustainable.
   

Conclusion

Instead of viewing Imposter Syndrome as a ‘problem’ or something negative to be addressed, we can reframe it as a strength that is part of personal and organisational growth.

Thoughtful reflection, questioning assumptions, and revising decisions, should not be seen as signs of weakness. These are healthy ways to balance extroversion bias, nurture open-mindedness, and ensure decisions are considered and effective.

Let’s normalise and celebrate the constructive power of reasonable self-doubt.

Thinking twice can be just as valuable as thinking fast!

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NOTE: A version of this article was first published in Coaching Perspectives, the magazine of the Association For Coaching, in April 2026.

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ABOUT THE AUTHOR

Pooja Sachdev is co-author of 'Rewire: A Radical Approach to Tackling Diversity and Difference', published by Bloomsbury and described by the FT as "the most refreshing approach to diversity I have read." 

She is a coach, counsellor, consultant, and founder of Rewire Consulting. Specialising in organisational effectiveness, diversity & inclusion, and leadership, Rewire helps build positive work cultures that enable people, teams and organisations to fulfill their potential.

To find out more about Rewire, drop us a line via the website or LinkedIn.

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1. Kahneman, D. (2011). Thinking, fast and slow. Farrar, Straus and Giroux.

2. Clance, P. R., & Imes, S. A. (1978). The imposter phenomenon in high achieving women: Dynamics and therapeutic intervention. Psychotherapy: Theory, Research & Practice, 15(3), 241–247.

3. Cokley, K. (2024). The impostor phenomenon: Psychological research, theory, and interventions. American Psychological Association.

4. Tulshyan, R., & Burey, J.-A. (2021, February 11). Stop Telling Women They Have Imposter Syndrome. https://hbr.org/2021/02/stop-telling-women-they-have-imposter-syndrome

5. Montell, Amanda. The Age of Magical Overthinking: Notes on Modern Irrationality. One Signal Publishers/Atria, 2024

6. Cain, Susan. Quiet: The Power of Introverts in a World That Can't Stop Talking. Random House, 2012.