Perfectionism and how to strike a balance

Perfectionism may sound ideal, as employees may be perceived to be more motivated and conscientious but recent research from psychologists Emily Kleszewski and Kathleen Otto, from Germany’s Philipps University of Marburg, suggests otherwise. Perfectionists might be far from the ideal, or even preferred colleague.

This is simply because perfectionists are not team-players, they are too busy trying to reach and set impossible standards. When considering senior executives, that finding is even more problematic.

Perfectionism interferes with many qualities that make for a good, modern leader - such as learning, authenticity and transparency.

Setting yourself up for failure

“Striving for the perfect is stressful, you can never be satisfied, there is always something else that has to be put right. You can find yourself chasing details that really are not important in the big picture. And it is the big strategic picture that leaders need to have within their vision at all times,” states Christiane Pietsch, Partner at Odgers Berndtson’s Munich office.

Expecting the impossible may mean setting yourself up for failure. The continuous stress of this ultimately reduces effectiveness and performance.

Leaders under this kind of ongoing stress land up infecting others with their stress. This goes on to negatively affect staff and even customers.

Sadly, perfectionism seems to be closely correlated with mental-health difficulties. These might include depression, anxiety and eating disorders. Ultimately, it can lead to premature career burnout.

Too close to the detail

Perfectionist leaders tend to have another bad habit: micro-management of others. They try to control outcomes by controlling others. In contrast, an effective leader stresses accountability for outcome, provides clarity of direction, regular monitoring and follow-through. They trust and empower their teams, and back that team’s decisions.

In contrast, a micro-managers, by holding control and decision making close to them, stifles the motivation and creativity of their team. The result? The teams’ talents are underutilized and a drop in morale is never far away.

Many perfectionists are driven to avoid failure and prevent a negative outcome, and that is the complete contrast to the type of culture that encourages innovation, the life-blood of modern business success. As we argued in a previous article;

Great leaders see mistakes as an opportunity to learn and overcome, rather than a setback.

On an organisational culture level, research shows that it is highly beneficial for organisations to instill an error management culture, with several positive proven outcomes. The ethical behaviour of employees is enhanced, whilst the quality of service to customers and the performance of the company are both improved.

How do I know you?

Perfectionism also encourages leaders to hide their mistakes and weaknesses. This means that others simply do not have enough information to make communication, co-operation and collaboration effective. If I do not know your strengths, preferences and priorities, how can we work together properly. It certainly does not build an atmosphere of trust, a key to good leadership outcomes.

Sending positive signals

If you are an organisational leader, how do you signal that perfectionism is not the way forward? We all know that every action you take as a leader shapes the culture, so here are a few things you can do:

• Applaud successful outcomes, but do not forget praising effort just as much.
• Do not be afraid to demonstrate your own vulnerability by being unafraid to admit your own shortcomings and internal worries.
• Encourage systematic prioritisation and when you have decided those priorities have the will and the courage to say “no” when the higher-ups demand what is not a priority.

By showing your humanity and being truly empathetic to your team, you can lead with an authentic human connection.

“People who manage perfectionists should also encourage everyone to invest a little less in their work and a little more in their own well-being. This is especially true as the fall-out from Covid-19 continues to take a toll on mental health, and remote working removes the positive social interaction of being with colleagues”, says Jürgen van Zwoll, Partner at Odgers Berndtson’s Frankfurt office.

‘Nobody is perfect’, it is a phrase that is well worth remembering, and acting upon, for everyone’s sake.

To discuss this, or any other aspect of leadership, please do not hesitate to get in touch.