Why do people often underestimate their own abilities?

What’s Really Going On When We Underestimate Ourselves?

I remember the first time I had to run a client workshop by myself. I’d shadowed my manager plenty of times, but when the day came for me to step up, all I could think about was every possible thing I might mess up—what if I blanked on a key point, or someone asked a question I couldn’t answer? But here’s the kicker: after it was all over, feedback was positive, the client was happy, and my boss said I’d done better than he ever had at my experience level. So why did I expect disaster? Turns out, this isn’t just “impostor syndrome” or a lack of confidence. There are real psychological, social, and even structural reasons why people don’t see their own strengths clearly.

1. The Brain’s Biases—Why We’re Wired to Doubt

Cognitive science has a lot to say here. According to the American Psychological Association, the Dunning-Kruger effect is often cited: less competent people may overestimate themselves, but—crucially—highly competent people *underestimate* themselves because they assume what’s easy for them must be easy for everyone. I’ve seen this in my own team: our most skilled data analyst kept downplaying her insights, insisting “it’s just basic stuff.” But when I tried to replicate her workflow, I realized how much specialized skill she’d internalized. She literally couldn’t see her own expertise.

2. Social Conditioning—Don’t Brag, Don’t Boast

Depending on your upbringing or culture, you might have been taught to be humble, to keep your achievements quiet, or even to expect criticism more than praise. This gets reinforced in professional settings; for example, in some countries, modesty is prized over self-promotion, and this can subtly train people to downplay their abilities. Actual research backs this up: a 2022 OECD working paper on global talent mobility found that professionals from East Asian backgrounds often self-report lower confidence in their skills, regardless of actual performance (OECD, 2022).

3. Fear of Failure—Better Safe Than Sorry?

I’ll admit, this one hits home. If you’ve ever been burned by criticism, or seen others punished for mistakes, you probably learned to hedge your bets. A friend in the import/export business once walked away from a lucrative deal because she was convinced her negotiation skills weren’t up to scratch—even though she’d closed tougher deals before. Later, her competitor (with a similar skill set) swooped in and signed the contract. She told me, “I just didn’t want to look stupid if I failed.” This is echoed in the workplace: many organizations (especially those with strict compliance or legal frameworks) unwittingly encourage risk aversion, which can make people second-guess their own abilities.

4. The “Comparison Trap”—Social Media and Beyond

Let’s be real: it’s easier than ever to compare ourselves to others, especially online. When everyone else’s highlight reel is at your fingertips, your own achievements can seem small. I fell into this trap when I first started publishing articles; every LinkedIn scroll made me question if my work was “good enough.” But when I showed my drafts to a mentor, she pointed out unique insights I hadn’t seen. A study published in the Journal of Social and Clinical Psychology (2014) links increased social media use to lower self-esteem, particularly when individuals compare their own “behind the scenes” to others’ carefully curated public images.

Parallel With International Certification: Why Standards Get Messy

I want to jump sideways for a second—into the world of international trade. Why? Because the ways people underestimate themselves actually mirror how countries or companies sometimes misjudge their own standards or capabilities on a global scale. Here’s a table showing how “verified trade” means different things in various countries, with their legal basis and which organization checks compliance: Why am I bringing this up? Simple: just like individuals, countries—or companies—can undervalue their own compliance systems simply because they're “used to them” or assume others are stricter. In fact, the WTO Trade Facilitation Agreement was created in part to help nations recognize and harmonize standards, so they don’t sell themselves short (or overestimate risk) during cross-border trade.

A Simulated Dispute: A Country’s Self-Doubt Plays Out

Let’s say Country A (call it “Rivia”) wants to export electronics to Country B (“Meliora”). Rivia’s companies are already AEO certified per EU standards. But Meliora’s regulators keep asking for extra documents, questioning if Rivia’s certifications are “really up to scratch.” I’ve seen actual cases like this go on for months—Rivia’s exporters start doubting their own compliance, wasting time and resources duplicating paperwork. In the end, a joint review (referencing WTO guidelines) shows the original certification was more than sufficient. But the whole process happened because both sides underestimated the “value” of what they already had.

Expert Take: What Industry Pros Say

During a trade compliance webinar, Jennifer Williams (former USTR negotiator) explained:

“Most disputes come down to trust and perception. Companies—and even governments—can be so focused on what they lack, they forget how robust their systems already are. Often, it’s only when an outside auditor steps in that they realize they were already meeting or surpassing global best practices.”

What Can You Actually Do? Real-World Steps

If you’re reading this and thinking, “this is all well and good, but how do I stop undervaluing myself?” here’s what’s worked for me and others I’ve coached.

• Find an external benchmark. Don’t rely on your gut feeling—compare your skills or processes to known standards (like international certifications or industry best practices). You’ll often be surprised where you actually rank.
• Ask for feedback—real feedback. Not “empty praise,” but concrete, specific input from people you trust. When I did this, I realized my presentation skills were much stronger than I thought.
• Remember the context. Just because you’re surrounded by experts doesn’t mean you’re not one. I once ran a workshop for a group of senior engineers and assumed I was “out of my league”—turns out, my “outsider” questions actually moved the discussion forward.
• Watch out for the social comparison spiral. Limit how much you compare your “daily reality” to others’ highlight reels, especially on social media.
• Keep a track record. Write down achievements, big or small. When self-doubt hits, it really helps to have a list of things you’ve done well (even if you forgot about them at the time).

Wrap-Up: Don’t Let Your Own Blind Spots Hold You Back

The more I dig into this, the more I realize that almost everyone—no matter how experienced—has a tendency to underestimate themselves at some point. Whether it’s an individual doubting their own skills or a country undervaluing its compliance standards, the pattern is the same. The fix isn’t just “be more confident”—it’s about getting feedback, benchmarking honestly, and recognizing that your unique perspective has real value. If you’re in international business, check your standards against the WTO, OECD, or your market’s regulatory agencies (see those links above). If you’re just trying to get ahead at work or in life, gather feedback, keep score, and remember: your “normal” is probably someone else’s “impressive.” Honestly, I still catch myself slipping into old habits—like assuming other writers, analysts, or negotiators must know something I don’t. But each time I get real feedback or step back to compare objectively, I’m reminded: most of us are better than we think, and the world needs what we have to offer.