Summary: We’ve all been told at some point, “Don’t let perfect be the enemy of good.” Fair advice when you’re agonizing over the right shade of blue for a website. Dangerous advice when “good enough” becomes the default for leadership excellence, team productivity, and innovation at work. Let’s look beyond “good enough” for productivity and ultimate success.
Dear Dr. Sylvia,
When I push my staff to “do better,” the response is almost always, “There’s not enough time, and besides, this is ‘good enough.”
They point out that the top sellers on the internet say things like, “Just start. You’ll learn along the way,” or “Even if you are not an expert, someone will want to know what you have to say or sell.”
I am getting pushback telling me that striving for excellence is such an old idea.
Today is about fast, not about perfect.
What do you say?
Signed,
Striving for excellence
“Good Enough” Is Often Code for Mediocrity
Dear Striving for Excellence,
You are touching on an issue that is invading all work environments.
Firstly, I believe that many people opt for “good enough” as a way to manage their immediate stress in the moment.
Let me explain. We are programmed for quick answers. The faster you respond, the more you are seen as a winner.
No more “what if” or “maybe this.” You can stop thinking, complete the task at hand, and get to Happy Hour on time.
However, it is often also a way to stop the invisible stress of “who am I letting down,” or “they will know I’m not so smart.”
In today’s workplace, competition is fierce, attention is scarce, and reputation is built (or destroyed) in real time. “
Enter mediocrity. It has a hidden cost: it drains trust, creativity, and long-term success.
Sylvia’s Advice For Not Giving Up Too Soon
I see it all the time.
Stress escalates to an extreme level, and workplace burnout manifest during team meetings when solutions seem impossible.
It’s easier to say it’s fine the way it is. It’s uncomfortable to move from good enough to resolving conflicts, finding new ways to market a product, or considering the most effective supply chain process.
Thinking Takes Quiet Time and Creative Communication
Maybe, instead of “good enough,” it’s better to take a break, take a walk, or perhaps have a snack,
Then come back to the issue at hand with new eyes.
In my book “GLIMMERS: How Head, Heart, and Gut Illuminate the Leader’s Path” (to be out in October), there are many ways to keep the light on when making decisions, rather than settling for “good enough.”
Here are some ideas from the book:
When “Good Enough” Eats Away at Trust
Imagine a manager delivers feedback that’s “good enough.” This is a way to play it safe. Offer vague encouragement with a hint of constructive criticism.
No worries, no HR issues, no specifics. And yet, no real guidance. The employee nods, leaves the meeting, and thinks, “Okay…but what do I actually do differently?”
Half-hearted Communication Is Worse Than Silence
According to Gallup, only 14% of employees strongly agree that performance reviews inspire them to improve. Why? Because “good enough” feedback isn’t helpful feedback. Over time, trust erodes. Employees often feel unseen and unsupported, which can lead to disengagement.
Leaders earn trust through clarity and courage, not vague “good enough” conversations.
“Good Enough” Slows Down Teams
Let’s say your team delivers a report that’s fine. The numbers add up, the formatting is acceptable, and the deadline is met. But the insights? Surface-level. No real story, no bold recommendations.
What happens? Executives can’t act with confidence. They call another meeting, request revisions, and the project drags on. Ironically, the “good enough” effort costs more time than if the team had done excellent work from the outset.
Research from McKinsey shows that organizations with high-performing, detail-driven teams are 40% more productive than their “average-performing” peers. The takeaway? Excellence accelerates; mediocrity delays.
When “Good Enough” Dulls Innovation
The easiest place to see “good enough” in action is product development. A company releases a service that checks the box but doesn’t wow customers. It works, but it doesn’t delight.
Result? Customers flock to competitors who deliver more thoughtful, innovative solutions. Think about Blackberry phones: they were “good enough” until Apple redefined mobile devices. Today, Blackberry is a business school case study in complacency.
Innovation killer: When leaders tolerate “good enough,” they unintentionally signal that curiosity, risk-taking, and excellence aren’t valued.
“Good Enough” Burns People Out
Here’s the irony: “good enough” doesn’t actually protect employees from stress. In fact, it can create more of it.
Picture a workplace where processes are “good enough” to function but riddled with inefficiencies, outdated software, unclear roles, and bottlenecks that everyone tolerates. Employees waste energy compensating for systemic flaws.
“Good Enough.” Exhausts, Great Systems
According to a Deloitte workplace study, 77% of employees report burnout at their current job. Much of it isn’t from overwork, but rather from frustration. Systems that are “good enough” force people to spend time on rework, duplication, or chasing approvals
There are Times When Good Enough Is Good Enough
To be fair, there are times when “good enough” is just that, good enough. The holiday potluck flyer doesn’t need to be an award-winning design. The meeting agenda doesn’t need a 20-slide deck.
But here’s the distinction: low-stakes tasks can be “good enough.” High-stakes decisions, relationships, and innovations cannot.
How to Break the “Good Enough” Habit
Ask the ROI Question: What is the cost of mediocrity here? If the answer is trust, time, or innovation, raise the bar.
Make Feedback Actionable: Replace vague “nice work” with “Here’s what worked and what to improve.”
Build a Culture of Excellence: Reward Curiosity, Not Just Compliance. Celebrate bold ideas, even if they are imperfect.
Audit Processes: Where are employees wasting time compensating for “good enough” systems? Fix those leaks.
Remember, Excellence Is Not Perfection
At work, “good enough” often isn’t.
It lulls teams into complacency, drains creativity, and burns people out. The organizations thriving today are the ones that refuse to settle; the leaders who say, “We can do better, and here’s how.”
Because in a fast-changing world, “good enough” is the most expensive choice you can make.
Know when to say it’s okay enough and when to strive for excellence.
To your success,
Sylvia Lafair
PS. I would love to hear about your challenges in moving past “good enough”. Additionally, I would be pleased to send you a complimentary copy of my book, “Glimmers.” Ask and You Shall Receive.”
