Sue Parker
The term ‘Imposter Syndrome’ has become a lazy, overused catch-all and convenient crutch to dodge responsibility, dismiss feedback and skirt action. It’s often weaponised as a tactic to downplay achievements and avoid being seen as boastful.
Self doubt and imposter syndrome swim are very muddled waters. But there is a significant difference between the two. Imposter Syndrome is rooted in a persistent, all-consuming belief of unworthiness and lack of agency despite evidence to the contrary. It paralyses rather than propels.
In moderation, self doubt is a natural and healthy reaction to new experiences or change. It fosters reflection and adaptation which is essential for personal and professional growth. And in creative sectors and media helps sharpen work outcomes.
When weakness becomes a strategy
Imposter Syndrome has two general forms:
- True Imposter Syndrome: An internalised fear of not being good enough despite clear competency. It can create deep anxiety and lead to overcompensation and paralysis.
- Strategic Imposter Syndrome: A tactical behaviour to downplay abilities not out of self-doubt but to manage expectations, elicit sympathy and influence outcomes.
At the heart of Strategic Imposter Syndrome is a ‘Play Weak to Win’ tactic. This is where people present themselves as struggling or uncertain. It’s not due to a lack of ability or self-worth but as a strategy to gain benefits without facing accountability.
Research - a deliberate choice
Research shows that playing weaker can be a deliberate choice rather than a sign of real insecurity and incapability.
A National Library of Medicine study found that some individuals intentionally present themselves as less competent because negative self-presentation has social value. Playing vulnerable can evoke empathy, leading to support and lower expectations. The article cites:
“True” imposters characterised by the negative self-views associated with the construct definition, and more “strategic” imposters who seem to be less encumbered by self-doubt. It is assumed that “strategic imposters” are characterised by a form of deliberate self-presentation “
Dr Kat Munley of Indiana University debunks the idea that all imposter feelings stem from insecurity. In her article Expert or Poser? Debunking the Psychology behind Imposter Syndrome she explains that in many cases, imposter syndrome is a calculated strategy used to manipulate perceptions and gain advantages like mentorship, special treatment, or exemption from accountability.
Note on ageism and self-doubt
Unlike the deliberate tactic of strategic imposter syndrome, ageism in the sector absolutely inflames self-doubt. Entrenched stereotypes lead to internalised bias causing professionals to question their value and relevance.
This isn’t ‘playing weak to win’ but a response to systemic barriers that erode confidence. But the real risk is compensating by defaulting to strategic imposter tactics and downplaying strengths or feigning humility. Now is the time to go harder and aim higher.
How it shows up
1. The Hesitant Expert
Professionals positioning themselves as hesitant thought leaders, feigning discomfort with authority while subtly reinforcing their credibility. Downplaying expertise with phrases like ‘I’m no expert, but…’ Yet their insights are strategically placed to invite validation and boost their status without direct claims of authority.
2. The Overwhelmed Creative
Exaggerating workload pressures to lower expectations or gain sympathy. By constantly appearing buried under projects, deadlines, or client demands, some professionals create an illusion of indispensability while pre-emptively deflecting criticism for missed opportunities or sub-par work.
3. The Policy Buffer in PR & Comms
In corporate communications and PR, claiming limited influence over company messaging. Deflecting responsibility onto leadership or brand guidelines avoids accountability for controversial decisions while maintaining access to power behind the scenes.
4. The Self-Deprecation Humourist
Self-deprecating humour is a great way to build relatability and likability. But it can also be a tactical move to ease expectations. For example, when a director jokes ‘I’m still trying to figure this whole bloody thing out’ - it’s not always true but a strategy to appear humble while maintaining control.
5. The Battling Freelancer
In the volatile gig economy, it’s tempting to portray a narrative of the ever battling freelancer to attract clients who want to support for feel good vibes versus exceptional commercial value. Don’t get me wrong freelance life (esp. for over 50) can be crap but it can be a narrative habit.
Consequences
When men and women are not genuine and inflate truths, a dissonance is created between actions and the true self. Over time, this misalignment erodes self-worth with others seeing through the manipulation which can damage trust and reputations.
The treadmill of maintaining a manipulative narrative becomes mentally and emotionally draining. Research shows that sustained inauthentic behaviour can lead to feelings of disconnection and self-doubt, reinforcing the cycle of insecurity.
The article identifying differences in the experience of (in) authenticity: a latent class analysis approach in the National Library of Medicine explains the dissonance further: ‘this is especially true for state authenticity, which is thought to act as a signal (or warning system, in the case of state inauthenticity) of one’s current degree of self-coherence and self-integration’
Career sustainability
I get this article will be confronting and disturbing for many in the sector. I don’t seek to offend but to challenge after seeing it at play hundreds of times over the years.
In a world of extreme social media posturing and hyper-competitive media and job markets, a focus on genuine versus fake is more sustainable for careers.
Sue Parker is the owner of DARE Group Australia and a communications, job search and career specialist.