We’ve all heard the advice: “Fake it ‘til you make it.” Say it with enough confidence, and it sounds almost empowering. It’s a useful push to keep going despite feelings of self-doubt and anxiety. But not far behind those words lies a quieter voice that whispers, “You don’t belong here.” That voice belongs to Imposter Syndrome, which can show up even when we’re not faking anything at all!

Imposter Syndrome is the persistent belief that your success isn’t deserved; you’ve somehow tricked others into thinking you’re more competent than you are. Working as I do in organisational culture change, I often see this impact on high achievers. People who are doing fine but can’t internalise their own progress. Ironically, the more they achieve, the louder the fear of being “found out” becomes. These are good people, so they get my active support.

By contrast, faking it is a conscious strategy. It’s about projecting confidence while skills or emotions catch up. Done well, it can bridge a temporary gap. For example, a new manager might feel unsure but holds her posture, speaks with clarity, and lets that behaviour reshape her mindset.

There’s a value in stepping up before you feel fully ready. But here’s the risk: when faking becomes habit, the performance can replace the person. The external confidence suppresses internal uncertainty. The result? A false sense of security.

This distinction matters. Telling someone with Imposter Syndrome to fake it is like handing a snorkel to someone who’s already drowning. Instead, I get them to acknowledge that feeling uncertain is normal. Normalising doubt makes it less powerful.

In workplace cultures, it’s surprisingly common for leaders to be taken in by fakers. So, be cautious about rewarding appearance over authenticity. In high-pressure cultures, people quickly learn it’s safer to bluff than admit what they don’t know. But that’s a short road to stagnation.

So, what’s the alternative?

Humility and courageous honesty. A workplace culture that values growth over gloss gives people permission to learn out loud. Leaders who model this by admitting what they don’t know, asking questions, and crediting their teams help others see that strength and uncertainty can co-exist.

Confidence doesn’t need to be faked if it’s grounded in self-awareness. Imposter syndrome isn’t something to be ‘cured’, and faking it isn’t always a sign of fraudulence.

The question to ask yourself is this: “How can I stay aligned with who I am while I grow into who I want to be?” Because it’s in the space between honesty and aspiration that personal success is forged.