Imposter Syndrome at Work: Why It’s More Common Than You Think
Imposter syndrome is not about a lack of ability. It shows up most often in capable, high-performing people who care deeply about doing things well.
The Change Curve: Why People Struggle Before They Adapt
Change is rarely the problem.
Unprocessed change is.
When organisations go through restructuring, growth, new leadership, or recovery periods, people often show resistance, disengagement, or drops in confidence. This is sometimes labelled as “attitude” or “lack of buy-in”, when in reality it’s a very normal psychological response.
The change curve explains why.
People typically move through stages such as shock, uncertainty, frustration, and self-doubt before reaching acceptance and adaptation. The challenge is that many workplaces expect people to skip straight to productivity.
When the emotional stages aren’t acknowledged, people get stuck. Confidence dips, communication suffers, and performance becomes inconsistent.
Supporting people through change doesn’t mean slowing everything down. It means:
- Acknowledging uncertainty rather than dismissing it
- Providing clarity where possible
- Giving people tools to regulate emotional responses
- Normalising the experience of adjustment
When people are supported through the curve, they adapt faster — and more sustainably.
Change isn’t just operational.
It’s psychological.
Keep reading
Why “Resilience” Isn’t About Toughing It Out
Resilience is often misunderstood. In many workplaces it is treated as the ability to keep going no matter what — which looks strong on the surface, and quietly leads to burnout.