The Perils of Perfectionism
Employees generally agree that leaders with a passion for excellence, quality and accomplishment benefit their organisations. These qualities place leaders at the top of their fields. No one faults managers who give their all and make sacrifices, but too much of a good thing can also pose problems.
Perfectionistic leaders may be as damaging as those who embrace mediocrity. Perfectionists often obsess over processes, commonly insisting that tasks be completed their way. Often accompanying perfectionism is obsessive-compulsive behaviour, with leaders demanding adherence to narrow windows of acceptable norms. While ostensibly committed to doing what’s best, perfectionists have tightly controlled definitions of what best means.
Perfectionistic leaders frustrate their people, burden them with extreme expectations and cause resentment. A leader’s desire to do the right thing leads to a rigidly controlled, distrusting and unaccepting culture that smothers people into submission. Fortunately, there are ways to understand and deal with perfectionism while maintaining excellence and productivity.
Do You Have Perfectionistic Tendencies?
Perfectionists believe they have a keen mind for what works (and what doesn’t). They assess optimal methods and outcomes, endeavouring to implement them—a fine goal, as long as leaders avoid obsession.
By definition, an obsession is a dominant, persistent focus on a thought or feeling that overrules all others. Obsessions take leaders down ineffective paths, where they’re blinded into believing that effectiveness is possible only when absolute perfection is achieved. The cycle then escalates: The more leaders focus on efficacy, the greater their need for perfection.
Perfectionists strive for excellence and virtue in everything they do, notes psychotherapist and leadership consultant Beatrice Chestnut, PhD, in The 9 Types of Leadership: Mastering the Art of People in the 21st Century Workplace (Chestnut, 2017). Their quest, however, manifests as a noticeable compulsion and calculated culture that alienates many employees. Though perfection is genuinely unattainable, perfectionistic leaders remain unconvinced. They continue to push for their desired outcomes, even as the consequences of their actions call for corrections.
Perfectionistic leaders develop the skills to blend reason, logic, emotion and insight. They rely on these tools to affirm their sense of purpose. This strategy helps them solve and avoid problems while providing motivation and comfort.
If you spot some of these tendencies in your behaviour, you may, indeed, be a perfectionist. Despite your best intentions, you may be causing your people and organisation to struggle. The more you focus on raising the bar, the less likely you will see the harmful effects on those around you. Fortunately, a qualified leadership coach can help you assess your issues and develop a healthier, more effective leadership style.
Perfectionism’s Pros and Cons
Leaders who strive for excellence can lay solid foundations for their organisations. They:
Aim for the highest standards through ethical conduct and honourable motives
Are dedicated to the organisation’s mission, with support and intentionality
Exude reliability, honesty, integrity, diligence and perseverance
Honour organisational policies, rules and practices with the structure they provide
Are detail-oriented, with a clear understanding of how things work
Have few ego issues, seeking every opportunity to excel
Are terrific teachers who help others learn and improve
But when taken to extremes, these traits create dissent, employee dissatisfaction and turnover. When leaders prioritise outcomes over people, employee morale and a leader’s legacy suffer. On the opposing end of the spectrum, perfectionistic leaders:
Hold unrealistic expectations of excellence that people can never meet
Engage in black-and-white thinking, leading them to reach rash or unfair conclusions
Believe their way is the best way—in short, the only way
Criticise those who disagree with their assessments and solutions
Assume others cannot complete work as effectively as they can
Take on too much work without delegating, believing others will achieve lesser results
Make goals seem more critical than necessary
Often micromanage or control projects to ensure their standards prevail
Can be tough to please, as results are seldom good enough
Pressure themselves into doing better and continually need more from their people
Are so focused on methods and results that they overlook (or fail to deal with) their detrimental effects on employees
Are unwilling to develop other leaders or successors, believing no one can lead the organisation or replace them
Do some of these behaviours sound uncomfortably familiar to you? If so, then perfectionism might be jeopardising your organisation and career. Your people need room to breathe and the freedom to contribute with the skills they have. There’s almost always more than one way to achieve a goal. Perfection, as desirable as it may seem, is deceptively dangerous.
Signs and Symptoms
Perfectionistic leaders exhibit widely observable behavioural patterns. They have a precise manner, with keen attention to detail, punctuality, specificity and process. Tunnel vision causes them to adhere firmly to established policies and procedures. They show displeasure with those whose priorities differ, and they instruct their people to follow “the plan.” They issue compulsively frequent reminders and criticisms.
Perfectionists assign people to one of two categories: those who support their values and methods vs those who dissent. Their attempts to teach or make suggestions are firm or even critical. When these leaders receive negative feedback, they become judgmental and biased.
Perfectionistic leaders are often seen as inflexible and reluctant to entertain other ideas. They may become self-righteous when they’ve determined their analysis is thorough and needs no improvement. They hover over employees, attempting to ensure each task is performed flawlessly. They emphasise the value of hard work, obsess over details, quickly highlight errors and believe mistakes are catastrophic. Their language and tone convey distrust in others. Declining to delegate is their way of protecting their systems, values and control. Working for them can be unbearable.
Breaking the Habit
Perfectionism’s negative tendencies outweigh the positives when taken to extremes. Consider retaining an experienced executive coach if you’re struggling with a perfectionistic personality. Coaching encourages collaborative, reasonable behaviours that allow you to accomplish noble goals.
Perfectionists must learn how to back away from the relentless urge to seek an unblemished track record. Virtually no project will run flawlessly in the business world, nor should this be one’s goal. Excellence is attainable, so learn to differentiate it from perfection. Over-the-top efforts to realise perfection are unnecessary and counterproductive.
Perfectionistic leaders can learn that success is earned by giving their best and making the most practical choices. Mistakes and oversights are common, and there are always creative ways to work around, mitigate and minimise their impact. The world will never run on perfection, nor will any conscientious leader.
Leaders must recognise how their criticisms affect people and their work. Take the time to gauge morale and productivity levels. Work with a trusted colleague, mentor or coach to improve how you offer feedback and suggestions.
Dr Chestnut explains that leaders who are determined to conquer their perfectionistic tendencies will make the most significant strides. Changing one’s mindset is a process that requires transparency and humility. Diligent leaders can learn to adopt proper perspectives.
Reformed perfectionists learn how to be open to other ideas, agree to be teachable and recognise that no one has all the answers. Problems can be solved in multiple ways. The most successful leaders surround themselves with intelligent, innovative people who bring great ideas to the table. Collaboration is a strength; valuing only your own thoughts is a liability.
What do you think? What steps have you taken to break the habit of leadership perfectionism? I’d love to hear from you. I can be reached here and on LinkedIn.
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