In a society that promotes hustle culture and perfection, many individuals are encountering perfectionism, overplanning, and pervasive impostures as prevalent, some of the common evidence for Imposter Syndrome (Clance & Imes, 1978; Hewitt & Flett, 1991). The reasons for these factors are interwoven: the fear of failure produces pervasive planning, but no accomplishment seems earned. Even after you satisfy the external expectations for success, personal success is always contrasted with luck, or over-exhaustion, versus the capability of achieving (Harvey & Katz, 1985).
This means being cautious of your own thoughts provides continual self-doubt and excess control, which undermines our own sense of confidence and mental wellness. It is important to understand how perfectionism and over-planning are naturally embedded in Imposter Syndrome to break this pattern to develop a healthier and more realistic account of success and self-worth (Neureiter & Traut-Mattausch, 2016). This article expands on this topic.
Perfectionism: The Endless Pursuit of Flawlessness
Perfectionism is more than just wanting to perform well—it is an obsessive drive for perfection with the idea that anything less than perfect is a failure (Frost et al., 1990). It is based on fear of failure and self-doubt, a constant need for external validation, and other irrational expectations forcing you to set impossibly high standards (Shafran & Mansell, 2001). Not only do perfectionists set nearly impossible expectations, but they also connect their self-worth completely to their expectations and achievements.
A healthy sense of ambition embraces process and outcome, while perfectionism shrinks the process to zero failure and condemns failure, as every mistake is evidence of one’s imperfection. It creates chronic stress, burnout, and procrastination, as fear surrounding not being “good enough” can result in paralysis (Flett & Hewitt, 2002). Perfectionists are likely to think that their success is luck or the result of too much effort, and they don’t internalise their success as evidence of their ability (Clance & Imes, 1978).
Eventually, the work is never enough, and perfectionists are simply stuck in a cycle of endless pursuit of success without satisfaction. Self-criticism has substituted for self-compassion, and the bar keeps adjusting upward (Neff, 2003). Perfectionism restricts risk-taking, creativity, playing, and many other things we should enjoy in our lives because of fear, which inhibits experimentation. To change, one must learn that they are human and that one’s imperfections should not be thought of as weaknesses.
Read More: Why we fear Failure and How to Overcome it, According to Psychology
Overplanning as a Coping Mechanism
For many people, overplanning is used as a way to cope with feelings of anxiety, ambiguity, or fear of failure–especially among those with perfectionism and/or Imposter Syndrome (Thompson et al., 2000). Overplanners employ overplanning as a way to control every minute detail, every timeline, and every possible outcome to minimise mistakes and feelings of shame when they fall short. This desire for detail can take on the appearance of long lists of things to do, rigid schedules, or constant preparations that often act as deterrents to actual outcomes while only producing an illusion of preparedness.
Planning can be a very effective skill, but if it holds up time and puts people into a spiral of procrastination or paralysis by analysis, it has the unintentional effect of contributing to underachievement (Steel, 2007). The belief underlying overplanning ultimately mirrors the larger underlying element of self-doubt: preparation that is not perfect will expose the “fraud” of self-doubt (Clance, 1985). In practice, no amount of preparation will realistically eliminate risk, and having excessive reliance on your desire for control fosters an environment and culture inflexible to change and creativity.
Ultimately, overplanning offers temporary relief but fails to provide lasting comfort, as it minimises accomplishments. Facing new challenges reignites the need for control. Once we frame overplanning as a symptom of insecurity rather than a productive behaviour, we increase the chances of addressing these insecurities and accepting a greater level of ambiguity (Neureiter & Traut-Mattausch, 2016). Over time, this encourages mindsets and behaviours around goals and performance to become more forgiving and flexible.
Imposter Syndrome: The Fear of Being “Exposed”
Imposter Syndrome is the incessant internal belief that one’s accomplishments are not valid and that success is due to luck, timing, or subterfuge – not ability or competency (Clance & Imes, 1978). This fear of being ‘exposed’ drives a mix of perfectionism and overplanning, which people use to cope, but that also creates a sense of incompetence. Perfectionists develop unattainable expectations, and, even though they succeed, are seen as never good enough; they will rationalise their lack of accomplishment as exhausting their effort, rather than their ability (Harvey & Katz, 1985).
Over-planners usually do these things to manage anxiousness and provide a sense of control, to provide history its authority, only to avoid any perceived failure and expected disapproval. Furthermore, providing a semblance of professionalism only supports the impostor dialect – when people “get lucky” by repeating an effort that people give you credit for, but rather relates to effort, not really, for talent, capable deservedness. One doubts that the next bit of fluking perfection will continue to hold, will only skin their credibility. Any success cannot internally reflect pride, nor suspicion perpetuated by their existence in the event.
Their achievements are often dismissed as mere attempts at perfection or seen with undue suspicion. Each persistence demands the patterned beliefs wrongfully internalise what beauty has semblance towards. Only false beliefs make us feel we must replicate or control everything for predictability, even though true competence doesn’t require perfection.
Breaking the Cycle: From Self-Doubt to Self-Compassion
To combat perfectionism, over-planning, and Imposter Syndrome, it is necessary that you consciously cultivate self-compassion to replace self-judgment (Neff, 2003).
- Notice the Habit: Realise when making perfectionism or over-planning your habit, and pay attention to some of the fear of failure/ or fear of being “found out”— awareness of your patterns is the first step toward change!
- Reframe Failure: Reframe your failures as learning experiences, rather than as evidence of your unworthiness. When you think about a situation, ask “what did I learn?” as opposed to “how/ why did I fail?”
- Challenge Your Inner Critic: Challenge your self-doubt by questioning your thoughts. Replace phrases like “I only succeeded because I worked so hard” with “I have skills and deserve this”.
- Notice the Kindness: Be kind to yourself by speaking with compassion. Rather than saying to yourself, “I have to be perfect,” you could say, “This is hard, but I’m doing the best I can” (Neff, 2003).
- Limit Planning: Put a limit on planning. Launch projects before they feel “perfect” because once again, you will find that action breeds more confidence than planning.
- Talk About It: Share with trusted peers or mentors about these aspects. You may find that many of them feel the same way, fostering a sense of connection and normalising the struggle.
Developing the habit of choosing compassion over judgment ultimately starts to break down the cycle of self-doubt and cultivate a stronger, more authentic sense of worth and value.
Conclusion
Perfectionism, overplanning, and Imposter Syndrome represent a uniquely powerful cycle characterised by fear, self-doubt, and attempting to meet impossible standards. However, genuine growth does not happen as a result of a presentation that meets perfection; it happens through courage, resistance, and a failure to be perfect. By identifying the patterns we form, challenging our self-talk, and practising self-compassion, we can begin gaining control over our inner critic and reclaim our true sense of worth.
Success is not about having it all under control; it is about showing up, trying, and learning. Letting go of the attempt for perfection in your presentation does not mean you accept less than what you could otherwise achieve; it is more about accepting higher standards for self-kindness. In doing so, we propel ourselves from surviving in doubt to thriving in authenticity.
FAQs
1. How do imposter syndrome and perfectionism connect?
Perfectionism is the ideal breeding ground for imposter syndrome. Perfectionists set unrealistically high expectations, and when people hold themselves to the belief that they have to be perfect to deserve anything, even the smallest mistake can feel like proof of their worthlessness, and in the mind of an imposter, the looming “exposure” of being found out becomes that much greater.
2. Why are perfectionists such over-planners?
Over-planning serves as a coping mechanism for managing anxiety and striving to maintain a sense of control. Perfectionists often over-plan and prepare extensively to avoid making mistakes or being judged by others. They think (as do we all about how strenuous effort is perceived by some, that there is no way to outperform and/or avoid failure, that could only be accomplished through exhaustive pre-planning.
3. How does overplanning perpetuate imposter syndrome?
When success happens based on effort (planning), they tend to attribute their success to effort, not ability. This further exacerbates their impostorship. They start thinking, “If I had to do all that to succeed, it means I’m not truly competent.”
4. Can you be a high performer, yet still experience imposter syndrome?
Absolutely, in fact, imposter syndrome is a common phenomenon among high performers. They may achieve external success yet still feel inadequate, fearing others will discover they aren’t as capable as they appear.
References +
Clance, P. R. (1985). The impostor phenomenon: Overcoming the fear that haunts your success. Peachtree Publishers.
Clance, P. R., & Imes, S. A. (1978). The impostor phenomenon in high-achieving women: Dynamics and therapeutic intervention. Psychotherapy: Theory, Research & Practice, 15(3), 241–247. https://doi.org/10.1037/h0086006
Flett, G. L., & Hewitt, P. L. (2002). Perfectionism and maladjustment: An overview of theoretical, definitional, and treatment issues. In G. L. Flett & P. L. Hewitt (Eds.), Perfectionism: Theory, research, and treatment (pp. 5–31). American Psychological Association. https://doi.org/10.1037/10458-001
Frost, R. O., Marten, P., Lahart, C., & Rosenblate, R. (1990). The dimensions of perfectionism. Cognitive Therapy and Research, 14(5), 449–468. https://doi.org/10.1007/BF01172967
Harvey, J. C., & Katz, C. (1985). If I’m so successful, why do I feel like a fake? The impostor phenomenon. St. Martin’s Press.
Hewitt, P. L., & Flett, G. L. (1991). Perfectionism in the self and social contexts: Conceptualisation, assessment, and association with psychopathology. Journal of Personality and Social Psychology, 60(3), 456–470. https://doi.org/10.1037/0022-3514.60.3.456
Neff, K. D. (2003). Self-compassion: An alternative conceptualisation of a healthy attitude toward oneself. Self and Identity, 2(2), 85–101. https://doi.org/10.1080/15298860309032
Neureiter, M., & Traut-Mattausch, E. (2016). An inner barrier to career development: Preconditions of the impostor phenomenon and consequences for career development. Frontiers in Psychology, 7, 48. https://doi.org/10.3389/fpsyg.2016.00048
Sakulku, J., & Alexander, J. (2011). The impostor phenomenon. International Journal of Behavioural Science, 6(1), 73–92.
Shafran, R., & Mansell, W. (2001). Perfectionism and psychopathology: A review of research and treatment. Clinical Psychology Review, 21(6), 879–906. https://doi.org/10.1016/S0272-7358(00)00072-6
Steel, P. (2007). The nature of procrastination: A meta-analytic and theoretical review of quintessential self-regulatory failure. Psychological Bulletin, 133(1), 65–94. https://doi.org/10.1037/0033-2909.133.1.65
Thompson, T., Davis, H., & Davidson, J. (2000). Attributional and affective responses of impostors to academic success and failure outcomes. Personality and Individual Differences, 29(5), 885–905. https://doi.org/10.1016/S0191-8869(99)00238-8
Leave feedback about this