Impostor Feelings: Not a Confidence Problem, But a Timing One

When we hear the term ‘impostor syndrome,’ we often associate it with feelings of inadequacy or self-doubt. However, a closer examination reveals that these feelings may not be a confidence issue, but rather a timing problem.

Source: cdn2.psychologytoday.com

According to Dr. Monica Vilhauer, impostor feelings can be attributed to the gap between how fast our external status changes and how fast our internal self-model can revise to match it. This phenomenon is known as ‘identity lag.’

Our self-model, or our internal representation of ourselves, updates conservatively, whereas our external status, such as our title or position, can change rapidly. This discrepancy can lead to feelings of being a ‘fraud’ or an ‘impostor.’

Dr. Vilhauer notes that the self-model updates based on evidence, and evidence requires repetitions, which requires time in the role. This means that it takes time for our internal self-model to catch up with our external status.

Research by Basima Tewfik has shown that employees who experience impostor thoughts at work are rated by others as more interpersonally effective, as these thoughts push them into a more other-focused orientation. They listen harder and are more open to feedback.

Additionally, Tewfik’s studies found no cost to performance, and the thoughts weren’t permanent. People shed them as they became more established.

The Part Where the Lag is Doing Something Useful

Dr. Vilhauer emphasizes that despite the discomfort caused by identity lag, it serves a useful purpose. It keeps us curious and coachable during a period when overconfidence would cost us most. Confidence earns respect, but overconfidence paired with an inability to hear feedback can end careers.

So, how long will this go on? While no one has measured it directly, organizations already know that senior transitions take six to eighteen months to complete. McKinsey’s data shows that most new executives need well beyond ninety days to reach full speed, and stakeholders give incoming CEOs roughly nine months to form a vision and over a year to build a team.

Therefore, it’s essential to reframe our thinking and acknowledge that our organization has already budgeted a year or more for us to become the person our title says we are. Our self-concept is working on the same schedule.

We are not behind; we are on time.

References

• Tewfik, B. A. (2022). The Impostor Phenomenon Revisited: Examining the Relationship between Workplace Impostor Thoughts and Interpersonal Effectiveness at Work. Academy of Management Journal, 65(3), 988–1018.
• Swann, W. B. (1983). Self-Verification Bringing Social Reality into Harmony with the Self. In J. Suls, & A. G. Greenwald (Eds.), Social Psychological Perspectives on the Self (Vol. 2, pp. 33-66).
• Gisselbaek, M., Seyour, M., Saxena, S., Berger-Estilita, J., LaDonna, K. A., Elia, N., & Savoldelli, G. L. (2026). Rethinking the impostor phenomenon: An umbrella review of concept, context and interventions. Medical Education, 60(6), 607–624.
• Ibarra, H. (1999). Provisional Selves: Experimenting with Image and Identity in Professional Adaptation. Administrative Science Quarterly, 44(4), 764-791.