Strategic Imposter Syndrome: The tactic of playing weak to win

This blog may be uncomfortable for some, and insightful for others as I unpack  Strategic Imposter Syndrome: The tactic of playing weak to win.   

Upfront, the term ‘Imposter Syndrome’ is terribly overused and misrepresented across media, businesses and LinkedIn. 

It has deteriorated into a lazy catch-all phrase  often weaponised to deflect responsibility, dismiss feedback and subtly shirk action. It can also be used as a shield to avoid being seen as boastful, hiding behind a pretence of humility.

In the broader context of self-awareness, reflection and development, self-doubt plays an important role and serves as a valuable signal. Occasional self-doubt is a healthy emotional and intellectual response to challenges

However, there is a significant difference between self-doubt and Imposter Syndrome. Imposter Syndrome is rooted in a persistent, all-consuming belief that one is inherently unworthy of success, despite clear evidence of competence. It paralyses rather than propels.

Whereas, self-doubt (in moderation) is a natural reaction to  new experiences or change. It fosters reflection and adaptation which is essential for personal and professional growth.

When Imposter Syndrome becomes a strategy

Research shows that Imposter Syndrome isn’t a one size fits all with 2 distinct forms:

1. 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.

2. 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.  Here people present themselves as struggling or uncertain, not due to a lack of ability or self-worth, but as a strategy to gain benefits without facing accountability.

The research – a deliberate choice

Research  confirms that playing weaker can be a deliberate choice rather than a sign of real insecurity.

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 cited:

“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 “

And 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.

How ‘Playing Weak to Win’ shows up

Leadership & Business

Feigning cluelessness or incompetence to avoid responsibility knowing others will step in to compensate. This allows maintaining control without the burden of accountability.

LinkedIn & Social Media

The flood of ‘I’m so humbled & honoured’ posts reek of false manipulative modesty. This isn’t imposter syndrome it’s calculated positioning.

Presenting oneself as uncertain or undeserving is thought to result in  more followers, expanded networks and  opportunities based on perceived humility rather than merit.  It also is a signal that someone is the opposite of humble but just hasn’t the integrity to show up more genuinely.

Careers & Job Searches

Claiming or implying imposter syndrome to attract support and mentorship. By appearing, appear slightly uncertain or self-doubting rather than outright incompetent a perception of humility is created.

This tactic manipulates others into offering guidance, leniency, and opportunities. In reality, many are confident in their abilities but use self-deprecation strategically to build rapport, lower expectations, and gain preferential treatment.

Professional Relationships 

When employees or clients use (true or untrue) life crises or over exaggerate personal issues as a tactic to avoid deadlines or difficult conversations.

By positioning themselves as overwhelmed or incapable, they create a narrative that garners sympathy and lowers expectations. This manipulation of others’ perceptions shields them from accountability, allowing them to sidestep responsibility without facing pushback or consequences for their inaction.

HR & Recruitment

Downplaying  expertise to shift responsibility, elicit validation or avoid scrutiny. Feigning uncertainty about policies, overstating workload struggle or using self-deprecation to appear non-threatening whilst subtly maintaining full control.

Exaggerating a reliance on leadership decisions averts uncomfortable conversations.  Portrayal of being constrained works to manipulate perceptions to gain leniency avoid conflict.

Downplaying market knowledge or hiring influence to position as facilitators rather than positioning decision makers. Purpose is to avoid pressure whilst maintaining control over hiring outcomes

Note on ageism & self-doubt

Unlike the deliberate tactic of Strategic Imposter Syndrome, ageism in the sector fuels genuine 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 present yourself stronger than ever. 

Consequences 

While Strategic Imposter Syndrome and Playing Weak to Win can yield short-term benefits, they ultimately will backfire.

When we are not genuine and inflate the truth, we create a dissonance between our actions and our true selves. Over time, this misalignment erodes self-worth, and people can see through the manipulation, damaging 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 these repercussions in depth.

Beyond reputational damage, constantly playing smaller/weaker impacts personal growth. By avoiding accountability, individuals internalise a false image of weakness and limitation, ultimately hindering their progress.

Genuineness over tactics

I’m sure this article will have given a few uncomfortable self aha moments or recognition in others.  Breaking the cycle of playing weak to win is crucial for true leadership, career success and professional credibility.

There’s a strong line across genuine humility, self-deprecation and strategic manipulation. Owning both strengths and weaknesses without pretence builds trust and a reputation of competence, accountability and integrity.

In an era of social media posturing and hyper-competitive markets, we must focus on genuine strength not manipulative weakness.