Perfection, on the surface, seems like an admirable pursuit. A perfectionist leader appears to have high standards, an unrelenting drive to excel, and a keen eye for detail. However, when perfectionism towers beyond healthy levels, it can morph into a self-defeating loop, impacting productivity, stifling creativity, and impairing overall team growth.

Perfectionist behavior can stem from a fear of failure or criticism. It can cloud judgement, hinder risk-taking, and create unnecessary stress. A leader constantly nitpicking minor faults, or obsessed with achieving unachievable standards, can undermine their team’s confidence and stifle their own leadership growth.

That being said, dismissing perfectionism entirely could provide an ill-fitted solution. Instead, consider rethinking and reshaping perfectionism. Embrace high standards but combine them with realistic goals and balanced perspectives.

This is where two critical skills come into play: judicious delegation and self-evaluation.

Delegation, while often perceived as a sign of passing over responsibilities, when done judiciously can be a powerful tool for leadership growth. It acknowledges the capabilities of team members, empowers them, and allows leaders to focus on strategic planning instead of getting entangled in nitty-gritty details.

Self-evaluation is another vital tool for the perfectionist leader. Reflecting on one’s own behavior, understanding triggers for perfectionist tendencies and acknowledging the impact of such behavior on the team can instigate a shift towards a more balanced leadership style.

Rethinking perfectionism is about learning to embrace imperfections, mistakes and failures as opportunities for growth. It is about celebrating progress rather than just outcomes, and encouraging the same mindset among team members.

In conclusion, perfection as a concept is not detrimental; it becomes problematic when it promotes an unrealistic chase for flawlessness. Perfectly balanced leaders are those who aim high but also create space for learning, experimentation, and acceptance of one’s imperfections as areas of growth. It is about balancing the desire for approval through conformity with the risk-taking required for innovation. Effective leaders banace both these tendencies.

About Author

Fay Niewiadomski

I awaken leaders to purposefully discern the best way forward, with such clarity, that they find within themselves the courage, wisdom, and compassion to do what they never dared to do before.

I’ve been privileged to work closely with C-level officers, presidents, ministers, global chairman, diplomats, board members, senior business and political leaders, and their teams to successfully navigate complex, high-stakes situations and make sound business and personal decisions resulting in profound and lasting change.

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