Our work needs to be perfect, right? Isn’t the risk too great if it’s not? As a legal professional, you are likely to answer a resounding “Yes!” to both of the above.
But, is perfection even possible? And, perhaps more importantly, is it worth trying to achieve?
Merriam-Webster defines perfectionism as “a disposition to regard anything short of perfection as unacceptable.” This means that the perfectionist will continue to perform tirelessly until they believe the work product is perfect. But – and herein lies the problem – that belief is entirely subjective. So, the perfectionist may never believe they’ve achieved perfection. Spurred on by self-doubt, they labor interminably on a task, impacting overall project workflow, frustrating colleagues, straining imminent deadlines, and ultimately disappointing clients. (We’ve all heard the phrase “analysis paralysis,” and it may actually be the result of a culture of perfectionism.)
“Have no fear of perfection - you'll never reach it.”
― Salvador Dali
Now, what about high achievers? Don’t they harbor the same tendencies as perfectionists? In some senses, yes. But there are key distinctions. “Although perfectionists and high achievers [both desire to] excel in their goals, there is a significant difference between the two,” says Robin Farber, an Executive Coach and Psychotherapist. “Perfectionists are driven by a perfect outcome as a way to seek temporary emotional relief from a painful feeling.” This suggests that perfectionists are motivated by the fear of failure or rejection. “Perfectionists find it difficult to enjoy the small wins along life‘s journey,” continues Farber, “which can take a toll on the individual, the team, and the organization.”
High achievers, on the other hand, while also striving to produce an exceptional deliverable, cope better with disappointment and are not afraid of it. They see mistakes and failures as necessary steps on the road to success. Thus, they tend to have a more positive mindset, are less anxious, and find ways to celebrate even minor accomplishments and milestones.
Now, you might say, “But clients demand perfection!” In truth, clients frequently tell us that they need their lawyers and team members to demonstrate agility, creativity, and openness to change in pursuit of an excellent result. A hyper-focus on perfectionism contradicts those competencies. Though perfectionists will claim – and believe – that they are focused on producing exceptional work product, their underlying fear of failure inevitably stifles the competencies our clients say they value.
Sandy Rubenstein, CEO of the digital marketing firm DX Agency, sums the problem up perfectly. “A perfectionist can be the downfall of a creative environment, limiting the free flow of ideas and possibilities.” She adds, “Although perfectionists are typically great project managers, in today’s fluid business environment a perfectionist can sometimes have difficulty with the non-tangibles, the curve balls, and out-of-the-box thinking.”
Sometimes the best ideas are borne from the analysis of a mistake. While certain mistakes can indeed be costly, if your firm consistently punishes even the slightest error, then a variety of valuable, constructive, and creative activity will be avoided for fear of embarrassment or rejection.
What if you work alongside a perfectionist? As noted by author and therapist John Amodeo, PhD., “People who are addicted to perfection are often isolated. They don’t have many friends. They’re afraid that people will see through them, so they don’t let anyone get too close.” Thus, you can enhance the effectiveness of your interactions with a perfectionist via a handful of proven methods, one of which is empathy. “The most important thing is to be empathetic,” says David Robert, Chief Strategy Officer at Loeb Leadership. “Remember, perfectionists tend to fear rejection, so it’s important to let the person know that you understand their perspective.”
Perhaps more challenging is how, as a leader, you should provide feedback to perfectionists vs. high achievers. High achievers, fortunately, welcome it. They require just a bit of "TLC" feedback to improve (i.e., Timely, Limited to one behavior, and clearly describing the Consequences of the behavior). For example, “Yesterday, we missed a deadline to get a draft to the client for review. The client is not happy.” This type of feedback, however, will land better with a high achiever ready to discuss what happened than with a perfectionist who may look to point blame elsewhere.
In fact, because perfectionists tend to respond defensively to criticism, leaders often choose not to give any feedback. This is a mistake, because providing no feedback contributes to the loneliness that perfectionists can feel. It becomes a bit of a vicious circle.
The good news is that, in our experience, most perfectionists are not unreasonable and will work with you to find some middle ground. “Once you demonstrate an understanding, then you can try to establish a shared vision,” notes Robert. “If you can agree on a shared vision, you’re in a better position to clarify where trade-offs can be made.” Robert suggests focusing on the client experience as a way to frame that discussion. Allow the common desire for exceptional client service to guide the process for getting work done.
Creating an environment that rewards high achievers is the best way to ensure your team demonstrates the agility, creativity, and openness to change that clients value. High achievers “know that they are always learning and are striving to improve. Cultivating a culture that promotes high achievement and incorporates frequent feedback is often the way to the more ‘perfect’ outcomes, since high achievers are always striving,” says Natalie Loeb, CEO and leadership coach for Loeb Leadership.
And don’t worry. If you describe yourself as a perfectionist, you’re in good company. Perfectionists who are self-aware tend to be more open to finding a middle ground as compared to those whose perfectionist tendencies reside in their blind spot. “One thing you can try immediately,” says Robert, “is to seek feedback from trusted colleagues. The more self-aware you are, the more likely you are to shift your mindset.”
While striving for high-caliber results is any attorney’s goal, it must be balanced with rational and reasonable expectations of oneself and others. Lawyers never want to fail their clients, but incorporating certain successful elements of the tech mindset, “fail fast and fail forward,” can be helpful as we look to find a balance in our daily battle with perfectionism. Mistakes happen. Rebound quickly (fail fast) and learn from them (fail forward). Leaving space for non-perfection creates opportunities to build resilience, coping skills, self-confidence, and self-esteem. All qualities of high achievers.
Amodeo, John, PhD. (2018). 4 Perils of Perfectionism. Retrieved from https://psychcentral.com/blog/4-perils-of-perfectionism/
This post originally appeared on Loeb Leadership's website under the title, Who Really Performs Better: The Perfectionist or High Achiever?
About the authors
Loeb Leadership is dedicated to helping others succeed through innovative and practical leadership development coaching and training. LOEB cares about the employee experience and the culture firms aim to create. Together LOEB and their clients build behaviors to support those successful firm cultures.
David B. Sarnoff, Esq., is Director of Strategic Partnerships of Loeb Leadership, Executive Coach and Leadership Trainer. You can reach him at firstname.lastname@example.org.
Natalie Loeb is Founder and CEO of Loeb Leadership and a Leadership Coach. You can reach her at email@example.com.
Gordon Loeb is COO of Loeb Leadership and an Executive Coach. You can reach him at firstname.lastname@example.org.
David Robert is Chief Strategy Officer of Loeb Leadership. You can reach him at email@example.com.
Think you could never become a CEO? Think again, say Elena Botelho and Kim Powell, researchers and authors of the book, The CEO Next Door.
Botelho and Powell studied data from 17,000 leadership assessments, from which they chose 2,600 to study even further. The two partnered with professors from both the University of Chicago and Columbia University to analyze the traits these leaders embody most frequently.
The writers state that most people believe the “iconic CEO is powerful and patrician, a bold, charismatic extrovert with a flawless resume.” Which means that many people probably don't think of themselves as CEO material. But Botelho and Powell found that’s just not true. “Even the most impressive CEOs often didn’t start out knowing they were destined for greatness,” they say.
There are four necessary traits that can help regular working people become the CEO they’ve always dreamt of becoming. And they’re easier to achieve than you may think.
1. They make their decisions fast
Botelho and Powell discovered that leaders who are able to make decisions quickly without procrastination or excessive questioning are 12 times more likely to be successful as CEOs. One example of this is the former CEO of Greyhound, Steve Gorman.
Gorman came into his position as CEO in 2003 when the company was losing money and its parent company was preparing to shut the company down. Gorman spent his first four months listening to various pitches on how to save the business. He decided to take a chance and alter the routes for the bus line around the U.S. and Canada’s most populated areas. His plan worked and was later on sold for double what it was worth when Gorman took over in 2003. The authors outline how Gorman’s action — regardless of whether or not he thought it was the best decision, or whether or not he could have guaranteed it was going to work — was better than not making a decision at all.
2. They’re able to sell their own idea
Successful CEOs also have a little salesperson in them. Leaders must be able to not only inspire others with their idea and goal but get them on board with it as well. And this doesn’t just mean being a likable person: it means being someone that can also be seen as the person to get this job done — and can be trusted with what could be seen as risk-taking. The authors say that these CEOs have all been able to describe their idea in a way that others can see and understand, thus building relationships with those who can help them make their ideas happen.
The researchers describe Steve Jobs, the founder of Apple, as one of these people. Even though Jobs wasn’t always viewed as being the nicest of leaders, he was able to inspire others with his ideas that could have been (and were! ) viewed as unconventional.
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