Fast pace, shifting roles, high expectations, limited resources, and constant comparison create the perfect storm for self-doubt. More than 70% of professionals experience imposter syndrome at some point in their career – including executives, senior leaders, and high performers who look confident on the outside but feel like a fraud the inside.

The problem? It’s widely misunderstood.

As a result, it’s minimised, dismissed, or even mistaken for a positive trait, when in reality it’s a neuroscience-led stress response that reduces our ability to think clearly, communicate effectively and perform at our best.

When imposter syndrome kicks in, the brain goes into protection mode. Cortisol rises, thinking narrows, and behaviour becomes driven by fear rather than clarity. This internal pressure fuels perfectionism, procrastination, overworking, self-sabotage, and an exhausting sense of “never enough”.

And here’s the business truth every founder needs to hear: self-doubt doesn’t stay in someone’s head – it spreads.

When it’s the leader who’s affected, the impact multiplies. One person’s inner fears quietly slow down decisions, communication and performance, becoming a silent tax on productivity and profit across teams and organisations.

Over time, this creates a culture where people hesitate, play small and avoid healthy risk – exactly the behaviours that stunt a startup’s ability to grow and innovate.

The good news?

Imposter syndrome is highly recognisable when you know what to look for – and you can take control of it when you know how. Below are the five signs your employees might be struggling (even if they never say a word), and what you can do to support them.

Before you start: look for clusters, not one-off clues

One behaviour doesn’t automatically mean imposter syndrome. You’re looking for patterns – clusters of clues over time. And never assume a quiet employee lacks confidence. Behavioural style is not the same as self-belief. Even the most charismatic extroverts mask fear brilliantly; it just shows up differently.

1. Persistent self-doubt (despite evidence to the contrary)

You offer praise or recognition, and instead of taking it in, they deflect or minimise it.

Clues include:

• “Anyone could have done it”
• Downplaying achievements
• Seeking excessive reassurance
• Panic when given autonomy

This isn’t humility. It’s what I call Humble+: someone whose internal narrative is consistently out of sync with their real performance. It leaks fear and diminishes trust.

2. Procrastination and perfectionism (two sides of the same coin)

What looks like laziness in high performers is rarely laziness – it’s fear.

When procrastination and perfectionism show up together, it’s a strong cluster.

Clues include:

• Over-preparing long after “good enough”
• Delaying tasks because the risk of getting it wrong feels too high
• Obsessing over tiny details
• Overworking far beyond what’s required

This drains energy, damages wellbeing and slows innovation – three things startups cannot afford.

3. Avoiding promotions or stretch opportunities

Often misread as a lack of ambition. It’s the fear of exposure and/or failure. Clues include:

• “It’s not the right time…”
• “I’m not ready yet…”
• “Someone else would be better suited…”

If someone performs well, has potential, but avoids progression, look deeper. Something internal may be holding them back.

4. Self-deprecation disguised as humility or humour

You’ll hear phrases like:

• “I’m probably talking rubbish…”
• “Sorry if this is a stupid question…”
• “Everyone else is more capable than me…”

For introverts, this may show up as apologising before speaking or shrinking their contributions.

For extroverts, it can be masked as humour or even overconfidence. The “If I act like I know what I’m doing, no one will notice I’m scared” performance. It’s bravado built on fear, not genuine self-belief. Either way, the root issue is the same: A belief that their voice holds less value, which directly affects effective contribution and collaboration.

5. People-pleasing and overworking driven by fear

Fear of failure: “If I stand out, I’ll be judged.”

Fear of success: “What if it was a fluke?”

Both fears drive behaviours that look productive but are actually signs of overload. Clues include:

• Taking on too much
• Struggling to say no
• Working late to “prove” value
• Avoiding visibility
• Over-delivering to avoid disappointing others

Over time, these patterns lead to burnout, a major hidden cost in early-stage and well-established companies.

What can leaders do (without making it worse)?

Confidence isn’t a switch people can simply “flip”. Here are three practical, safe steps leaders can take to support someone who may be struggling.

1. Start the conversation with positive intent

Clarity lowers anxiety, so explain why you’re meeting and how it benefits them.

For example: “Are you free on Tuesday? I’d love to talk through a couple of things I’ve noticed that might be holding you back, hear your perspective, and explore what support could help you be even more effective.”

Leaders develop people. That’s the job. Feedback, done well, is a gift.

2. Share clear, compassionate feedback

Spotting a pattern is one thing; helping someone see it is another. Choose two or three factual examples, such as:

• “You apologised several times for sharing a valid idea”
• “You turned down the project despite being highly capable”
• “You said you weren’t ready for the presentation, even though your work was excellent”

Stick to facts – not assumptions. Your goal is to open a conversation, not diagnose them. Listen with the intent to learn and understand.

3. Support their development (don’t try to ‘fix’ them)

Your role isn’t to become their therapist or mindset coach – it’s to guide them towards the right support. This might include:

• Stretch roles with safety nets
• Coaching or mentoring
• Training that builds emotional intelligence and self-leadership

You don’t need to unpick their beliefs, but for imposter lead behaviour to be controlled and diminished, this is an essential piece of the puzzle. However, simply raising awareness and offering support is powerful, and often the catalyst for meaningful change.

Imposter syndrome isn’t a sign of weakness, and it’s not a reflection of competence. It’s a sign of being human under pressure, and in the startup world, where pressure is practically a job description, the leaders who understand and address it will build cultures that are more innovative, resilient and successful.

Spot the signs. Start the conversation. And watch what happens to your bottom line when your people finally feel free to step into their full potential.

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