The Perfection Trap
Why “Good Enough” Is Often the Best Way to Lead
As leaders, we’re hardwired to strive for excellence. We aim for the best, push for optimal outcomes, and inspire our teams to deliver exceptional results. But what if our relentless pursuit of perfection, particularly in every single aspect of our work, is actually holding us back?
This is something I’ve pondered throughout my career. The concept of “good enough” isn’t about accepting mediocrity; it’s a strategic approach to progress, efficiency, and continuous improvement. It’s about knowing when to release, iterate, and build momentum, rather than waiting for a flawless “big bang” that often never arrives.
This article builds on the principles of my ‘Priority Compass’ framework (check out my previous articles!), moving beyond simply managing your immediate to-do list to strategically creating time for proactive leadership.
Defining “Good Enough” for Individual Work
Think about the daily tasks and projects your team tackles. How often do we get caught in a cycle of endless refinement, adding tweaks and polish long after the point of diminishing returns? This isn’t just inefficient; it can be incredibly demotivating for those involved.
The key to escaping this trap lies in clarity from the outset. Before any work begins, establish what “good enough” actually means for that specific product.
What is its purpose?
Who is the audience?
What is the minimum standard required to achieve the desired outcome?
For instance, a quick internal memo for an immediate operational decision requires a different level of detail and polish than a formal policy document destined for long-term record-keeping. Spending an extra week finessing a memo that will be read once and then actioned is a misallocation of valuable resources. Define the requirement, meet it effectively, and move on. This deliberate approach saves time, reduces rework, and ensures that effort is proportionate to impact.
When Perfection is Non-Negotiable (The Rare Exceptions)
Of course, there are critical scenarios where “good enough” is simply not sufficient. Imagine planning a mission to land astronauts on the moon. Every calculation, every component, every system has to be meticulously designed, tested, and re-tested to near perfection. A slight error, an overlooked flaw, and the consequences are catastrophic – lives lost, monumental investment wasted, and global aspiration shattered. Similarly, in fields like aviation manufacturing or medical device development, the standard is set incredibly high because the direct cost of failure is unacceptable. These are the rare exceptions. For the vast majority of our work in leadership and organisational development, a different mindset is required.
The Strategic Power of Iteration over Perfection
For broader strategic initiatives and organisational change, the pursuit of perfection can be a silent saboteur. Leaders might delay crucial transformations, caught in analysis paralysis, fearing that a less-than-flawless launch might reflect poorly or lead to unforeseen challenges. This fear can stifle innovation and prevent much-needed progress.
Consider the “blank page approach”: if you were to design your organisation or process from scratch today, would you intentionally build in the inefficiencies that currently exist? This perspective forces us to confront the current reality and recognise that even incremental improvements are significant steps forward. Many successful organisations embrace iteration rather than a “perfect” big bang. Think about the Minimum Viable Product (MVP) concept in the tech world. Companies like Dropbox and Google didn’t wait until their platforms were 100% complete before launching. They released a functional “good enough” version, gathered feedback, and continuously improved. This agile approach allows for faster learning, quicker adaptation, and consistent delivery of value, which is ultimately for the greater good. It aligns with my belief that courageous progress, even if it’s not flawless, is always the aim.
The Leadership Mindset for “Good Enough”
Embracing this philosophy requires a specific leadership mindset:
Decisive Action: The capacity to move forward with purpose is paramount. In a world often bogged down in deliberation, action, once minimum standards are met, is key.
Focus on the Essential: Invest time in prioritising what truly matters. Have the courage to focus on only what matters, shedding distractions and concentrating energy where it will yield the greatest impact.
Empowerment, Not Micromanagement: Our role is to lead strategically and empower the team. I don’t believe in dictating every detail. I expect proactivity, ownership, and the initiative to drive work within agreed strategic parameters.
Ultimately, true leadership is about consistently doing the right thing, precisely when it needs to be done. It’s about creating a culture where the positive actions and excellence continue even in your absence.
Your Turn:
Where can you apply the “good enough” principle to make meaningful progress this week? What’s one area where you can stop chasing the mythical 100% and instead, deliver a highly effective version that moves things forward?
I’d love to hear your initial thoughts on this. How might you adapt these principles to the unique challenges within your own role
Please share your reflections in the comments below!
To make the most of this approach, if you haven’t yet, I highly recommend going back to listen to the first part of this series on the ‘Priority Compass’. You can also find the full, detailed self-directed coaching manual embedded in that article.
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