Navigating Perfectionism

Navigating Perfectionism as a New Manager

Navigating Perfectionism

Navigating Perfectionism as a New Manager

Let’s be honest: Perfectionism has its perks. For many of us, it drives us to excel, produce awesome work, or even land that coveted promotion. But as we transition from individual contributors (ICs) to leaders, a nagging question emerges: Is the relentless pursuit of flawless results the best recipe for team success?
 
Imagine getting a report back from your new boss, full of grammatical corrections, rephrasing, design edits, and more. It quickly becomes clear that your new boss is a perfectionist, and all of a sudden, you feel like you just got an “F” on your high school English paper.
 
Fast forward. Now you’re the leader, and it’s quite clear that all that time you spent doubling down on creating superb work now has you leaning into your own perfectionist tendencies. They have served you well, but are those same tactics going to empower your team or stifle their growth?
 
As a new manager, the drive for perfectionism can feel like a virtuous asset. We want to lead by example, deliver high-quality work, and earn the respect of our team and peers. But true leadership is about more than just impeccable results.
 
Perfectionism has a darker side that can undermine our effectiveness as a leader, harming not just our team but also ourselves in the process.
 
Perfectionistic tendencies have helped many leaders achieve great success. The desire to meet high standards and do excellent work is commendable. For new managers, perfectionism can fuel our motivation to master our new role. Let’s face it: our tendency to lean towards doing things perfectly is what helped us get to where we are, right?
 
However, failing to take the shadowy side of perfectionism into consideration, will leave us with a massive blind spot, unable to see what our team, and even our upper leadership, sees.
 
The consequences of being a perfectionist tend to show up as:
  • Feeling burnt out and drained
  • Being defensive and having strong reactions to criticism
  • Inability to scale and grow
While burnout and lack of growth are very real feelings, it can be difficult to mitigate them if the behaviors that cause them aren’t addressed first. So, let’s explore the specific behaviors that perfectionism can cause.
 

Perfectionistic Behavior #1: Unable to Delegate/Micromanaging

What happens: Perfectionistic managers struggle to relinquish control over tasks and trust their teams to meet the high bar. Even when they do delegate, they ask to be included in the review process and may even take it back on when it reaches about 80% of what’s required to get it across the finish line themselves.
 
Why it happens: This typically stems from the fact we feel like whatever has our name on it or whatever comes from our team/department needs to be perfect and meet our highest standards of excellence. As a perfectionistic manager, it can be extremely uncomfortable for us to share work externally that isn’t perfect.
 
Why it’s a problem: This disempowers employees and creates resentment. It can even get to the point where our team doesn’t even try anymore because they know that at the end of the day, we are going to step in and get it done. It ultimately results in less effort being put in by the team and creates more reliance on us as the manager, further fueling our thoughts that if we want something done right, we should just do it ourselves, perpetuating the cycle.
 
What to do instead: If you find yourself in this situation, ask yourself, “Do the benefits of letting this task go fully and trusting my team outweigh the negative impact I’d have if I took this back over or inserted myself? What’s the worst that can happen if I let my team perform to their fullest potential?” If you choose to let your perfectionistic tendencies take over, the negative side effects are disempowering your team, burning yourself out, becoming more stressed and wasting time and productivity for yourself and your team members. But chances are that if you lean into letting go, you will free up your time and reduce your stress. Even if the project isn’t executed exactly the way you would have done it, your team feels more empowered and has engaged in a great growth opportunity.
 
For more tips on this, check out the following episodes of The Manager Track podcast:
Episode 53 – How Not To Micromanage
 

Perfectionistic Behavior #2: Focusing on the Details and Losing Sight of the Bigger Picture

 
What happens: As perfectionistic managers, we are constantly involved in the nitty-gritty details of things, perhaps even decisions that are outside our area of expertise. We forget about the bigger vision that the team needs to move forward, ultimately leading to missed opportunities.
 
Why it happens: As experts in our field, we may be the best people to weigh in on all decisions all the time, but that doesn’t mean we should. We have to set our egos aside and let our team perform to their greatest potential.
 
Why it’s a problem: Being too focused on details that are not critical to the bigger picture can create an opportunity cost. We’re not addressing something else that is way more important because we’re focused on the details. For example, instead of letting our marketing team finalize the new marketing brochure, we’re involved in the minute details and caught up in it so much that we just happen to miss catching our boss ahead of an upcoming leadership meeting to give them a heads up on an idea you intend to present. And guess what? Your boss was not pleased by hearing about it for the first time in the leadership meeting with all their peers and boss.
 
What to do instead: If you want to use your expertise to weigh in on something, do so as a teachable moment to guide your team and help them grow in their career. Ask them to provide you with 3 variations of a specific portion of the project if time allows, and give your feedback on which one you think is best and why. This will help them start to understand what type of results you expect and the specific things you look for in a finished product.
 
For more tips on this, check out the following episodes of The Manager Track podcast:
Episode 213 – Executive Mindset
 

Perfectionistic Behavior #3: Setting Unrealistic Goals and Expectations for Yourself and Your Team

 
Raising the bar to an unattainable level burns out both the manager and the team constantly striving for perfection.
 
What happens: Setting goals so lofty that the team feels like they never really achieve what was expected or that they’re never really doing a good enough job.
 
Why it happens: This can happen when our internal sense of success is lower than our actual level of success.
 
Why it’s a problem: Other people see us perform way better than the way we assess our own performance. This can lead to burnout because there is always a constant level of performance expectations instead of a rhythmic ebb and flow. The even bigger problem is when our team gets burned out because of the unrealistic expectations we’ve placed on them. They may even get to a point where they just don’t like working for us. Generally speaking, people want to play games they know they can win. If they feel like they are constantly losing, not only will they get drained, but they won’t want to play anymore.
 
What to do instead: Include your team in the decision-making process of setting goals when possible. If they can’t be part of the decision-making process early on, include them in the discussions on how to achieve the goals and let them decide what role they can play so that everyone feels their contribution is important. When setting goals for yourself, focus on accomplishing the smaller “input” goals that add up to the loftier overall goal.
 
For more tips on this, check out the following episodes of The Manager Track podcast:
Episode 49 – Dealing With Failure
 

Perfectionistic Behavior #4: Procrastination/Indecisiveness

 
What happens: Perfectionism can cause us to put things off until the timing feels “100% right.” It can also cause us to never try something because we are afraid of failing at it.
 
Why it happens: This happens because as perfectionists, we feel like we need to have everything figured out and prepared 100% before making a decision or proceeding. The phrase “proper planning prevents poor performance” becomes our crutch, and we justify inaction because we overthink every little thing.
 
Why it’s a problem: This is a problem because it causes the team to get behind and could result in a massive lack of momentum. Overall, the cumulative effect is decreased productivity, strained relationships, demotivation, increased stress, and missed opportunities.
 
What to do instead: When presenting decisions, use phrases like, “This is my preferred option/ solution right now, but I’m curious to hear what you think we should do” or “I’m leaning in this direction, but would love if you could let me know if I’m on the right path.” Create a collaborative environment for other people to chime in and contribute so that instead of feeling like your decisions will be scrutinized, you’ve received input along the way.
 
For more tips on this, check out the following episodes of The Manager Track podcast:
 

5 Strategies to Identify Perfectionistic Tendencies and Mitigate them:

Here are some action steps you can take to identify perfectionistic tendencies and mitigate them:
 
1. Build self-awareness by tracking when perfectionistic tendencies arise.
 
2. Distinguish between a “good enough” and “perfect” result for each task.
 
3. Embrace the discomfort of allowing things to be imperfect.
 
4. View “suboptimal” outcomes as learning opportunities, not failures.
 
5. Involve your team early for buy-in rather than perfecting ideas alone.
 
The key is to leverage perfectionism as a motivating force when it is truly beneficial while letting go of counterproductive perfectionistic behaviors. As new managers, we need to empower our team, focus on the big picture, and enable growth through continuous learning from imperfect attempts.
 
While perfectionism can sharpen our leadership skills, it can also hold us and our team back. It’s important to strive for excellence while staying aware of the line between healthy standards and an unhealthy obsession with perfection.
 
For more tips on this, check out the following episodes of The Manager Track podcast:
Episode 83 – Having High Standards
 
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6 Essential AI Skills for Leaders and 5 Must Take Actions

6 Essential AI Skills for Leaders & 5 Must-Take Actions​

6 Essential AI Skills for Leaders and 5 Must Take Actions

6 Essential AI Skills for Leaders
& 5 Must-Take Actions

There are countless stories of companies that have failed to change in pivotal moments of time and it cost them the whole business. Stories like Blockbuster failing to adjust their brick-and-mortar business model to an online one, or Kodak continuing to focus on film rather than fully capitalizing on the digital photography market are well-known examples of what happens when leaders don’t embrace new technology. The era of artificial intelligence (AI) and generative AI (GenAI) that we are living in today is no different.
 
As a leader in the rapidly evolving landscape of workplace technology, you are faced with the unique challenge of integrating GenAI into your team and processes. Failing to see where opportunities may be hiding could result in potentially missing the mark when it comes to keeping up with external competition and internal expectations.
 

In this blog post, we are going to cover the six essential AI skills you need as a leader in order to stay competitive and drive value for your organization.

6 Essential AI Skills for Leaders

 Skill #1: Mastering the Basics of AI
 
“You need to be able to communicate in a succinct and sophisticated way about AI to your stakeholders and to your team members.”
 
In today’s fast-paced world, a solid grasp of AI fundamentals is not just beneficial for you—it’s essential for any leader looking to steer their team towards success.
 
Why? Because understanding AI, machine learning, and the trajectory of technological advancements empowers you to make decisions that keep your organization at the forefront of innovation. It’s about more than just knowing the buzzwords; it’s about grasping the principles that drive AI and being able to break down these complex ideas in a way that’s accessible and actionable for your team.
 
As a leader, your role involves not just staying updated with the current trends and applications of AI but also anticipating where technology is headed. This foresight enables you to prepare your team for the future, ensuring that everyone is ready and equipped to adapt to new challenges and opportunities that AI brings to the table.
 
Navigating the AI landscape with confidence and clarity will set you apart as a leader. It’s about embracing the transformative power of AI to not only enhance your leadership but also to inspire your team to explore, innovate, and excel in an ever-evolving digital world.
 
Additional Resource: Our newsletter shares the latest in AI workplace news each week. Click here to subscribe now.
 

Skill #2: Navigating Ethical Considerations and Risks

 
“Really understand the issue around racial biases, gender biases, and any other biases that can negatively impact our decision-making.”
 
As the realm of GenAI continues to expand, it’s important that you keep the ethical compass in hand. Recognizing and mitigating the biases that GenAI systems can inherit is not just a responsibility but a cornerstone of ethical leadership in the digital age.
 
It’s about understanding the power and potential risks of GenAI and developing strategies to ensure your decisions and processes are not only efficient but equitable. This awareness extends beyond the immediate—anticipating the ethical challenges and biases that GenAI brings to the table is a critical part of your role.
 
Thinking ten steps ahead is not just strategic; it’s a necessity. This foresight allows you to proactively address potential pitfalls, ensuring your teams and organizations not only thrive but do so with integrity and societal alignment.
 
As you craft policies and strategies for the future, your goal is to create an environment where technology serves as a force for good, aligning with broader societal values and expectations. Understanding the nuances around biases—racial, gender, or otherwise—is key to ensuring your leadership not only advances your organizational goals but does so with a profound respect for the ethical implications of your digital decisions.
 

Skill #3: Strategic and Critical Thinking

 
“The ability to regularly build in strategic thinking and to do this well is one of those deciding factors on who, which leaders, which teams will win, and which ones will be left behind or will struggle through it all.”
 
In the whirlwind of technological evolution, leaders who can weave strategic vision and critical insight into the fabric of AI integration are the ones who truly set their organizations apart. It’s about seeing beyond the horizon—envisioning how AI can not only streamline your processes and enhance your operational efficiency but also significantly uplift the value you deliver to your clients. This foresight is what can place you leaps and bounds ahead in the competitive dance.
 
However, this strategic prowess isn’t just about having a keen eye on the future. It’s equally about grounding yourself in the present, distinguishing between fleeting fads and genuine, impactful trends. It demands from you a nuanced understanding of AI—recognizing where its adoption can serve as a true boon versus where caution must be exercised. This discernment ensures that your journey toward technological transformation is both ambitious and anchored in reality.
 
But let’s not forget, at the heart of successful leadership lies the human touch. As you chart your course through the AI landscape, your strategies must resonate with this truth, ensuring that your technological advancements bolster, rather than eclipse, the human element that is so vital to your success.
 
In a nutshell, leadership in the age of AI calls for a delicate balance—embracing the vast potential of technological advancements while remaining steadfastly committed to the values and ethics that define you. By embedding strategic and critical thinking into the DNA of your leadership, you not only navigate the complexities of AI but do so in a manner that is reflective, responsible, and profoundly human.
 

Skill #4: Change Leadership

 
“Change leadership means to be able to lead your team through these change processes. And that starts with addressing the fears that employees have about losing their jobs, or not being able to deliver value anymore, or having to be reeducated and reskilled.”
 
As AI transforms the workplace, leaders must skillfully guide their teams through uncertainty. Change leadership goes beyond bracing for AI-induced shifts; it’s about thoroughly preparing your team for the journey ahead, addressing concerns about job security, and fostering the development of new competencies to meet future demands.
 
Effective change management requires a deep understanding of your employees’ apprehensions and a well-crafted plan for navigating AI-driven transformations. It calls for leading with empathy, recognizing that each situation is unique and demands a tailored approach. Your mission as a leader is to harness these winds of change, steering with a vision that anticipates challenges and sees opportunities beyond them.
 
By communicating a clear vision and turning change into a catalyst for growth, you can make the AI transition not just manageable but truly empowering. This intentional leadership, coupled with a profound commitment to your team’s well-being, helps everyone emerge stronger and more cohesive. Ultimately, change leadership in the AI era is about equipping your team to confidently embrace the vast possibilities that lie ahead, transforming potential disruption into a journey of collective advancement.
 

Skill #5: Team Development

 
“How you position your team, or let’s say the bus, who do you put on which seat and then who do you reskill or develop further to ensure that your team will be needed and will drive high value into the future?”
 
Imagine you are working on a project, and you have to fill a bus with the perfect people to get it to the finish line—let’s call it your destination. Your job, as the leader, is to select the right people with the right skills to get on the bus. Then, you need to decide how you will get to the destination, taking any detours or making any course corrections along the way.
 
Building your team is no different. It is crucial to actively hire, position, and develop teams that align with future skill sets. As a leader, you must envision and act on your team’s future needs to ensure continued growth and value creation.
 
As you step into the future, the blueprint for building and nurturing your team becomes increasingly intertwined with anticipating the skills that tomorrow demands. This is where the art of leadership truly shines – in the ability to not just react to change but to architect it.
 
Proactively scouting, positioning, and cultivating talent that meets the emerging skill landscape is more than a task; it’s a mission. It’s your prerogative to envision and manifest your team’s future needs.
 
But this journey of team development isn’t a solo venture. It’s a collaborative expedition where you, as the leader, pave the path for continued learning, adaptability, and strategic foresight. It’s about laying the foundation today for the skills that will be the keystones of tomorrow, ensuring that your team is prepared for the unfolding new skill needs in your organization.
 
 

Skill #6: Project Management

 
In the AI era, project management goes beyond guiding a project from start to finish. It’s about identifying valuable opportunities, analyzing their potential return on investment, and convincingly gaining support from key stakeholders.
 
As a leader, you need to see how AI can enhance the value you provide to clients and improve your market position. This requires looking past the hype to focus on trends that truly matter. Your goal is to develop strategies that are both innovative and realistic, aiming for concrete results.
 
Effective communication is crucial. You must ensure everyone understands and supports the project, from team members to decision-makers. This involves listening to concerns about AI’s impact and transforming those worries into enthusiasm for new possibilities.
 
Project management, in this context, is about uniting people around a shared vision of the future. It’s not just about the technology; it’s about fostering collaboration to create something meaningful. Your role is to facilitate clear discussions, create solid plans, and guide their execution with confidence and care.
 
For more information about how your role may be impacted by GenAI, check out episode 210 of The Manager Track podcast: Your Future Role (With AI)
 
Now that we’ve outlined the six essential AI skills you need as a leader, what action steps can you take to integrate them into your workplace to position yourself and your team for future success? Here are the five proactive action steps we recommend for an AI-Integrated Workplace.
 

5 Proactive Fast Action Steps for An AI-Integrated Workplace

Action Step #1. Clarify The AI Policy

Articulate and establish clear AI policies within your team, defining it’s usage, guidelines, and boundaries to ensure responsible and effective integration of AI tools. This includes addressing questions like, “What is it ok to use AI for?” “How can AI be used and not used?” “What are the do’s and don’ts as it relates to using AI tools?”
 

Action Step #2. Engage with AI Committees

Join or create AI committees within your organization or team to foster dedicated leadership and collaboration focused on driving AI-related initiatives and discussions.
 

Action Step #3. Foster Brainstorming and Planning

Host ongoing brainstorming sessions to discuss and plan how to leverage AI in specific tasks, workflows, and risk assessments. Engage your team in these discussions to help identify actionable insights and inform policy deliberations.
 

Action Step #4. Engage Stakeholders in Conversations

Engage in consistent dialogue with stakeholders about the impact of AI on your respective domains and industries allows leaders to gain valuable insights and align strategies with broader organizational goals.
 

Action Step #5. Invest in Personal AI Training

Proactively invest in your own training to enhance your AI fluency and acquire the necessary skills and knowledge to lead effectively in an AI-integrated environment.
 
“Invest in your own training, educate yourself, and learn and fill any of the gaps that you may detect as it relates to the six skills we talked about earlier and beyond as it specifically applies to maybe the tools or the technology that your company is using or that you’re thinking of introducing.”
 
For more ideas on how leaders are using AI, check out episode 179: Developing AI-Enabled Leaders: A Panel Discussion
 
Reflecting on these insights and integrating them into leadership practice will ensure that you are not merely a reactive participant in the AI revolution but rather a proactive architect of an AI-empowered workplace culture, setting an example for the rest of the organization to follow.
 
By addressing the critical need for AI fluency, organizations can adopt a proactive stance in preparing themselves and their teams for the inevitable impact of AI on the workplace. You can choose to do this alone, figuring it out as you go, or you can set yourself up for optimal success by getting the support you need that will help you not just keep up with the GenAI landscape but optimize it for maximum benefits for you and your team by taking advantage of our GenAI programs at Archova.
 
Check Out These Additional Resources:
Archova’s “AI-Fluency for Leaders” program is a 5-week comprehensive program designed to provide leaders with the AI acumen they need to set strategy, mitigate risks, and lead effectively and with confidence in a time of rapid AI-driven change.
 
Archova’s “Navigating AI at Work” workshop is designed to help leaders turn AI concepts into strategic advantages, ensuring they and their teams are not just participants but frontrunners in the AI revolution.
 
As a leader, understanding and harnessing the power of GenAI is not just an advantage – it’s a necessity. Download Archova’s “GenAI Quick-Start Guide for Leaders” to help you get started as you step into GenAI in the context of your leadership and management role.