In this episode of the Strategic Leader podcast, we discuss perfectionism and its implications for strategic leaders.
The discussion begins with an exploration of personal experiences with perfectionism, highlighting the balance between maintaining high standards and avoiding the pitfalls of excessive focus on these standards. Gemma shares how her preference for action over perfection shapes her work approach, and the importance of progress and process in achieving quality outcomes.
The conversation then shifts to identifying key characteristics of perfectionism, such as setting unreasonably high standards, fear of failure, and heightened self-criticism. We discuss the adverse effects of perfectionism, including procrastination, low self-esteem, and strained relationships.
We offer practical strategies for managing perfectionist tendencies, emphasising the importance of defining “good enough,” getting comfortable with the discomfort of imperfection by trying something new in a less risky, non-work environment, and focusing on progress over perfection.
The episode concludes with a live creation of a strategic model, The 3 P’s to Combat Perfectionism, bringing together the principles of (big) picture, process, and progress. We encourage you to adopt these strategies and find a balance between quality and efficiency.
Key Points Discussed:
- Personal experiences with perfectionism and work approach
- Characteristics of perfectionism: high standards, fear of failure, self-criticism
- Adverse effects: procrastination, low self-esteem, strained relationships
- Practical strategies: defining “good enough,” getting comfortable with discomfort, focusing on progress
- Strategic model: picture, process, and progress
Key Timestamps:
- [03:42] – Characteristics of perfectionism: high standards and self-criticism.
- [08:40] – The impact of perfectionism on strategic leadership.
- [09:35] – Fear-based aspects of perfectionism and its overlap with other blockers.
- [12:16] – Procrastination linked to perfectionism and its consequences.
- [18:57] – Therapeutic methods for managing perfectionist tendencies.
- [23:27] – Difference between critiquing work output and the process.
- [24:58] – The cyclical nature of self-criticism and perfectionism.
- [26:13] – Emphasising process over perfection in strategic leadership.
- [27:11] – Introduction of the “picture, process, and progress” model.
Key Takeaway:
Striving for perfection can hinder progress and create unnecessary stress. By focusing on the big picture, adopting effective processes, and prioritising progress, strategic leaders can achieve quality outcomes without falling into the perfectionism trap. Embracing a mindset that balances high standards with practical execution is essential for effective leadership.
