How do I become a great leader despite my perfectionism?

In this newsletter, we share stories rooted in real-life experiences (while maintaining anonymity) and derive valuable lessons from them to cultivate our growth as exceptional yet imperfect leaders.

Joey found himself in a challenging situation as he joined a new company after spending 6 years at his previous job. His exceptional skills and dedication had made him highly regarded in his field, leading to an offer from someone who knew his former manager to start a new department focused on customer service for a recently launched product. Joey eagerly embraced this opportunity, ready for a new adventure after years of stability in a familiar environment.

However, the reality of the new company turned out to be far more chaotic than he had anticipated. The product being sold to customers was immature and plagued with issues. The installation process took much longer than expected, resulting in frustrated and dissatisfied clients. The product didn’t perform as promised. Joey quickly found himself overwhelmed with complaints from angry customers who felt let down by the company's promises.

Joey, a detail-oriented manager with a strong sense of control, sought solace in diving into the specifics of the product's failures. He meticulously documented the recurring issues, tracked patterns of failure, and analyzed feedback from clients. It became extremely clear to him that the product needed significant improvements before it could be effectively deployed and supported.

However, Joey faced a difficult dilemma. The pressure from the CEO, John, to sell, and deliver, as quickly as possible was relentless. The company was in a challenging financial situation, and the stock value was plummeting. John believed that rapid sales and deployments were the key to turning things around.

The new product’s lack of maturity put Joey at odds with John's urgency. He understood that rushing the product and pushing for quick sales without addressing the underlying issues would only lead to further dissatisfaction and damage the company's reputation. But he also felt the weight of the financial pressure and the looming threat to the company's future. As a newcomer he could not challenge the CEO’s clear strategy.

In an attempt to collaborate with the R&D team and provide concrete evidence of the product's failures, Joey scheduled regular meetings with the R&D manager, Tim. He presented comprehensive reports, highlighting the specific problems faced by clients and emphasizing the urgent need for product improvements.

However, Tim, driven by the pressure to release new products, seemed dismissive of Joey's concerns. He argued that the company needed to generate revenue quickly and that improvements could be made in subsequent updates. Joey found himself frustrated, caught between his commitment to quality and the conflicting demands of the CEO and the R&D manager. It became clear that the R&D team did not understand the severity of the gaps in the product’s performance and the damage generated to the company’s brand and market position.

As days turned into weeks, Joey witnessed firsthand the toll the chaotic environment was taking on his team. They were constantly in firefighting mode, dealing with angry customers and struggling to provide effective support for a faulty product. Joey knew he needed to take a stand and find a way to balance the need for sales with the necessity of delivering a reliable and well-supported product. On a personal level, Joey felt that the situation was affecting his health, focus and emotional resilience.

In a pivotal moment, Joey decided to compile a comprehensive report detailing the impact of the product's failures on customer satisfaction, retention, and potential revenue. He presented this report to the division CEO, John, painting a vivid picture of the long-term consequences of neglecting the product's issues. A significant component of the report included direct quotes from loyal yet dissatisfied clients.

To his surprise, John listened attentively to Joey's presentation. The dire financial situation of the company had become even more critical than he had initially conveyed, and the impact on customer satisfaction and retention was alarming. Joey's detailed report highlighted the critical need for improvements before aggressively pushing for sales and deployments.

Recognizing the validity of Joey's concerns, John agreed to a new direction. He allowed Joey to collaborate more closely with the R&D team, insisting on a joint effort to address the product's shortcomings. He acknowledged the importance of providing proper training, support documentation, and service professionals to ensure customer satisfaction.

With John's support, Joey was able to work more closely with Tim and the R&D team. He provided them with detailed feedback from clients, demonstrating the urgent need for improvements and the potential long-term consequences of ignoring customer feedback.

Over time, the gravity of the situation became clear to the R&D team. One pivotal moment was when Tim agreed to accompany Joey on a visit to a long-time client who expressed dissatisfaction with the company's new product. The ensuing meeting proved to be emotionally charged, dramatic, and uncomfortable as the client detailed the challenges they faced with the new product. It became evident to the R&D team that rushing the product would only lead to further discontent and damage the company's reputation.

In a surprising turn of events, Tim and the R&D team made the decision to completely revise the R&D roadmap and annual plan. They recognized the need to address the current crisis and bridge the gaps created by the product. As a result, the release of new products was delayed by six months. This allowed the team to shift their focus towards resolving the present issues and allocating more resources to testing, quality assurance, and addressing the documented concerns.

The new R&D roadmap, along with the changes proposed by the team, was approved by John. This decision signified a commitment to prioritizing customer satisfaction, quality improvement, and the long-term reputation of the company. It demonstrated a willingness to adapt and make difficult choices in order to rectify the situation and ensure future success. As the product improved and the support infrastructure strengthened, Joey and his team worked tirelessly to address client concerns, resolve issues, and deliver exceptional customer service. The company's reputation gradually began to recover, and customer satisfaction started to pick up.

Joey's relentless pursuit of excellence and his unwavering commitment to customer satisfaction had a profound impact. He had managed to build a well-managed operation within the chaotic environment, fostering a culture that prioritized quality and customer support.

As the company's financial situation improved and the product matured, Joey's efforts were recognized and rewarded. He became a respected figure within the company, sought after for his expertise and ability to navigate complex challenges. Joey's journey, though filled with difficulties and self-doubt, had tested his resolve and allowed him to make a lasting impact on the company and its approach to product maturity and customer service.

Lessons Learned and Principles

Identify Critical Gaps and Advocate for Necessary Changes: In a chaotic environment, it is crucial for a perfectionist manager to identify gaps that are too extreme to handle with the current tools and processes. Have the courage to go beyond your comfort zone, follow your instincts, and confront higher levels of management if necessary, including CEO-level executives like John. As a manager, you may have a unique perspective and a comprehensive understanding of the challenges and potential risks. Advocate for necessary changes, even if it means challenging the status quo and pushing for improvements that may disrupt established norms. (Reference: Brown, B. (2018). Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. Random House.).

A crucial aspect of Joey's Journey was enlisting Tim, the R&D manager, on board. Often, there is a divide where one department experiences the "pain" while the solution lies elsewhere within the company. In this particular situation, the R&D teams were disconnected from the dissatisfaction expressed by clients regarding the new product. Reports and charts proved less effective compared to directly meeting with a real client and hearing their feedback firsthand. Joey's proactive step of inviting Tim to such a meeting was the appropriate approach, enabling Tim to gain insight into the daily experiences of the Customer Service team with the clients.

Prioritize, Ask for Help and Delegate Effectively: In a dynamic environment, it's crucial for a perfectionist manager to prioritize tasks, ask for help and delegate. These actions are quite a challenge for perfectionists. Identify critical tasks that require your attention and focus, while entrusting competent team members with other responsibilities. Asking for help opens the channels for collaboration by putting “ego” aside. Delegating allows you to maintain a sense of control while empowering your team to contribute their skills and expertise.

Perfectionists often have a hard time asking for help. Their mindset tends to be “I need to be on top of everything”, I need to be great at everything”. A simple phrase like “I need your help can completely turn the situation around. The suggested approach when you find delegating difficult is to treat it as a learning experience. You need to learn who in your team can take what responsibility, what kind of coaching and follow-up they need to be effective and how to provide it in a way that’s useful for them. Effective delegation is a process and not a one-time shot. We sometimes use the term “thin slicing” when referring to an effective delegation process. Taking a huge problem and breaking it down into “bite size” tasks, delegating and continuously prioritizing, makes it into a much more realistic project.? (Reference: Covey, S. R. (2004). The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. Free Press.)

Embrace Continuous Improvement: A perfectionist manager can benefit from embracing a culture of continuous improvement. Encourage regular retrospectives and learning sessions to identify areas for improvement and implement changes incrementally. This approach allows for adjustments and refinements, ensuring that processes and strategies can evolve to meet the demands of the chaotic environment. One of the main differences between the perfectionist approach and striving for excellence is that in the latter approach, you as a manager allow yourself to enjoy the small wins, instead of being always frustrated by the gaps that still exist. Enjoy the ride as there will always be gaps. (Reference: Poppendieck, M., & Poppendieck, T. (2007). Implementing Lean Software Development: From Concept to Cash. Addison-Wesley Professional.)

Practice Self-Care and Stress Management: The gaps created in a fast-paced environment can create a high level of stress. Managing stress and practicing self-care are crucial for a perfectionist manager in this type of environment. Recognize the importance of maintaining a healthy balance if possible, setting boundaries, and engaging in activities that promote well-being (physical activity, yoga, meditation, etc.). Taking care of yourself allows you to stay resilient and perform at your best, even amidst the chaos. (Reference: McGonigal, K. (2015). The Upside of Stress: Why Stress Is Good for You, and How to Get Good at It. Avery.)

Embrace Agile Methodologies and a “Good Enough” approach: In a fast-paced environment, embracing Agile methodologies can help a perfectionist manager thrive. Agile focuses on flexibility, adaptability, and iterative development, allowing teams to respond quickly to changing circumstances. As a perfectionist, it may be challenging to let go of the desire for complete control and perfection, but Agile can provide a framework to manage the chaos effectively. (Reference: Schwaber, K., & Sutherland, J. (2017). The Scrum Guide. Scrum.org .).

Developing a "good enough" mindset can be a transformative journey for a perfectionist in a chaotic environment. It begins with self-awareness and reflection, acknowledging the negative impact of perfectionism in such circumstances. This is quite challenging since the perfectionist approach is often based on anxiety and at the same time is the cause for successful achievements. This combination makes it challenging to get rid of the perfectionist approach.

By setting realistic expectations and defining priorities, the perfectionist can focus on what truly matters and allocate their energy and resources accordingly. Embracing an iterative approach, they understand that progress is made through continuous improvement, even if perfection remains elusive. Decision-making skills become vital, as they learn to make informed choices with the available information, accepting that mistakes are a natural part of navigating chaos. Celebrating progress, no matter how small, becomes a habit that reinforces the value of good enough.

Finally, practicing self-compassion allows the perfectionist to let go of unrealistic expectations and embrace a more balanced perspective. Through these efforts, the perfectionist learns to thrive in the chaos, maintaining their standards while accepting the reality that good enough can be a powerful and meaningful measure of success.

The concept of developing a "good enough" mindset for perfectionists in a chaotic environment aligns with principles from various fields such as psychology, organizational behavior, and resilience. Research on perfectionism suggests that perfectionists often face higher levels of stress, anxiety, and burnout due to their relentless pursuit of unattainable standards. Embracing a more flexible and adaptive mindset, such as a "good enough" approach, can help alleviate these negative consequences by allowing individuals to prioritize progress and maintain a healthier work-life balance.

Studies on decision-making under uncertainty emphasize the importance of accepting imperfect decisions in chaotic or rapidly changing environments. Research in resilience and adaptability also highlights the need to let go of perfection and embrace a more agile approach to effectively navigate unpredictable circumstances.

Breakthrough Idea: Change your attitude towards failure. Harvard Business School Professor Amy Edmondson has conducted extensive research on the topic of failure, identifying three categories: destructive failures, intelligent mistakes, and preventable mistakes. When venturing into a new territory, progress can only be made by taking action and trying something. Through the process of trying and potentially failing, valuable insights and lessons are gained, which Edmondson refers to as intelligent mistakes.

The cost of failure is an important consideration. It is typically easier and less consequential to make mistakes in a controlled environment, such as a flight simulator, compared to real-life situations where mistakes can have severe consequences, even costing lives. However, the cost of failure is often subjective, influenced by how others perceive our failures. Amy Edmondson's research demonstrates that environments that embrace failure rather than condemn it are more conducive to innovation and overall success.

For perfectionists, failure can often feel like a catastrophic event. However, this presents a significant opportunity for growth. Instead of viewing every mistake or failure as a complete catastrophe, it is essential for perfectionists to differentiate between "flight simulator mistakes" and "real flight mistakes." Flight simulator errors represent mistakes or failures that come with an acceptable and containable price, offering valuable learning opportunities. On the other hand, real flight errors should be identified and prevented beforehand, minimizing their occurrence as much as possible.

By adopting this mindset and distinguishing between different types of mistakes, perfectionists can develop a healthier relationship with failure. Embracing intelligent mistakes as valuable learning experiences while diligently mitigating “real flight” errors, perfectionists can navigate the challenges of failure more effectively and continue to grow and innovate.

We should remember that many examples of progress are the direct result of errors. A couple of examples can illustrate this. You probably know the “rust remover WD-40. WD-40 is a popular multi-purpose lubricant and rust preventive solution. The name "WD-40" stands for "Water Displacement, 40th attempt." The company failed 39 times before finally creating the successful formula. Instead of giving up, they persisted, learned from each iteration, and ultimately developed a product that became widely used and successful.

Another well-known example is Slack: Slack, a popular collaboration and communication platform, initially started as a gaming company called Tiny Speck. The gaming venture faced challenges and failed to gain traction. However, during the development process, the team created an internal communication tool to improve their own collaboration. Recognizing the potential of this tool, they pivoted their focus, leading to the creation of Slack, which has become a widely adopted platform for team communication and collaboration.

A third example is Viagra. Initially developed by Pfizer as a medication for treating high blood pressure and angina (chest pain), Viagra's unexpected side effect of causing erections led to its repurposing as a treatment for erectile dysfunction (ED). The drug's ability to enhance blood flow to the male sexual organ became a breakthrough in the treatment of ED and revolutionized the field of sexual medicine.

Hundreds of other successful companies and products are the direct result of errors and failures. We should all learn to cherish errors and learn from them as much as possible.

References:

Brown, B. (2018). Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. Random House.

Covey, S. R. (2004). The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. Free Press.

McGonigal, K. (2015). The Upside of Stress: Why Stress Is Good for You, and How to Get Good at It. Avery.

Poppendieck, M., & Poppendieck, T. (2007). Implementing Lean Software Development: From Concept to Cash. Addison-Wesley Professional.

Schwaber, K., & Sutherland, J. (2017). The Scrum Guide. Scrum.org

If you would like to share your own experiences with #perfectionism, #leadinginachaoticenvironment, #leadingchange, #leadingdespitetheplan, #leadingfromtheheart, please share your inputs in the comments section, thank you.

I partner with CEOs and leaders across various levels to enhance their effectiveness by concentrating on three key areas: identifying their strengths, recognizing and addressing limiting beliefs, and uncovering opportunities for growth. Together, we craft a personalized roadmap to success, tackling any obstacles that arise along the way. If you're interested in learning more about how we can achieve remarkable results together, please don't hesitate to reach out to me at [email protected]