Should we really ‘fake it until we make it’?

The phrase ‘fake it until you make it’ has been a popular mantra in the business world for decades. It suggests that by imitating confidence and competence, we can eventually achieve genuine success. But where did this concept originate, and what does science have to say about its effectiveness?

The idea of ‘faking it until you make it’ can be traced back to the self-help movement of the early 20th century. In 1922, Alfred Adler, a prominent psychotherapist, introduced the notion of “acting as if”, suggesting that by behaving as the person you aspire to become, you can create positive change in your life. This idea was later popularised by various self-help authors and motivational speakers. Over time, the concept has evolved and been applied to various contexts, including business, education and personal development.

On the flipside, pretending to be someone you are not can be emotionally and mentally draining, potentially taking a toll on mental health and authenticity. In fact, dispositional authenticity is one of the strongest predictors of well-being. Dispositional authenticity refers to how true you are to yourself in your daily life. It means being aware of who you really are – your emotions, values, strengths and flaws – and accepting yourself without judgement. It’s about making choices and behaving in ways that align with your true beliefs and needs, rather than simply trying to meet others’ expectations. It also involves being honest and genuine in your relationships, allowing others to see the real you. In essence, dispositional authenticity is about consistently living in a way that feels true to who you are at your core. Faking it can lead to stress and anxiety, as people may constantly worry about being exposed or not living up to the image they are projecting. It can damage relationships, reputations and credibility if the truth is revealed or if people are unable to deliver on their promises or portray the image they desire.

In extreme cases, faking it can mean deception and dishonesty, which raises ethical concerns. It can involve presenting yourself in a way that is misleading or misrepresenting your abilities, which might have serious repercussions. Faking it can hinder personal development and prevent individuals from confronting their weaknesses or areas for improvement. This brings us to the case of Katina, who faces a critical dilemma.

Faking it can lead to stress and anxiety, as people may constantly worry about being exposed or not living up to the image they are projecting

Katina’s story

Katina, a senior manager at a manufacturing company, was having a tense meeting with her team. The project they were working on was behind schedule, and the client was growing increasingly impatient. Katina felt a mix of anxiety, frustration and disappointment. She knew that the delay wasn’t entirely her team’s fault, but she also realised that they needed to step up and get the project back on track. As a leader, Katina faced a dilemma: how should she manage her emotions in this high-pressure situation to motivate her team effectively?