Done > Perfect?
People tend to get promoted because they deliver strong work.
But, we all know that what gets someone promoted does not necessarily equip them to lead others, shape strategy, or grow a business.
Being excellent at “the work” is… excellent.
But demanding the same level of aptitude from our teams with no room for error can set everyone up to fail.
A bold statement. Let’s look at some examples from leaders:
“I delegated, the work was on track to come back late - so I did not wait. I did it myself on time. It’s what the client expects.”
“The assignment landed on my desk with a few small errors and an omission. I gave it a polish before it went to the CEO.”
“This kind of thing keeps happening - rushed, sloppy work… So I told the employee how I’d handle it if I were in their shoes.”
Ostensibly, this is great. Each of these leaders wants the work to be done well. They are accountable. They are invested. So they do the work well or they tell the employee how to do it well.
The problem? These are short-term fixes - and they don’t usually address the underlying issue. At best, they get things done and miss an opportunity to get the employee to learn how to do them well next time, with less support.
More realistically, if repeated, these approaches train your team to not be accountable. Why would they take ownership, when they know you will step in every time? Why would they remember every detail if they know you will be there to remind them?
These responses also demotivate. How can your team fully engage with their work, its impact, and any opportunities to learn if they’re either left out of that part of the process or simply told what to do? (There’s a name for that; you’re not going to like it.)
As for the last example - telling your colleague how you’d handle things if you were them… That’s not bad per se, but it can be done more effectively.
Do you want them to listen to a lecture from you - or to actually step up and change how they work? I am here to tell you that the former will not deliver the latter. (I cannot tell you how much I wish it did - I can deliver a motivational message like the best of them.)
We have frameworks, tools, and resources to support you and your teams in all these things - in delegating to motivate, in delivering impactful feedback, and in creating conditions for your team and strategy to thrive.
But, if you take away nothing else from this, know that sometimes done is better than perfect.
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Ellie Hearne helps leaders bring strategy and culture together. As founder of Pencil or Ink, she has worked with dozens of industry-leading companies, one or two government agencies, and a handful of non-profits. She is Head Tutor of Oxford University’s Strategic Innovation Program and is Treasurer of the University of St Andrews American Foundation.