How Leaders Can Learn to Embrace “Good Enough”

By: Patty Prosser

 

I frequently get asked by leaders, “Am I doing enough?” My typical response is, “Enough of what?” They usually follow with questions like, “Am I focused on the right things?” or “Am I being productive enough?” My next response is usually, “That depends.”

Leaders are constantly faced with changing priorities, and they must choose which ones deserve their attention at any given time. Because regardless of what you may think, you can’t do it all.

Why Leaders Struggle with “Good Enough”

Every leader faces competing priorities, but knowing when something is “good enough” can be one of the hardest leadership skills to develop. Effective leadership isn’t about doing everything perfectly—it’s about focusing your energy where it creates the greatest impact.

Why Female Leaders Especially Feel Pressure to Be Perfect

While this dilemma is true of all leaders, it is especially common among female leaders. I believe this pressure stems from unrealistic workplace expectations, deeply rooted caregiving norms, and persistent gender bias. As a result, many women feel they must overperform to prove their competence, often at the expense of their own well-being.

The Perfectionism Trap

Many women believe they must perform flawlessly to earn and maintain leadership positions. Because their mistakes are often judged more harshly than those of their male counterparts, perfection can feel like the only acceptable standard.

The Double Bind

Leadership is traditionally associated with confidence, decisiveness, and authority, while women are often expected to be warm, nurturing, and accommodating. Trying to meet both sets of expectations creates constant tension and stress.

Unequal Responsibilities at Home

Even in dual-career households, many women continue to shoulder the majority of caregiving and household responsibilities. Balancing these demands with leadership responsibilities can leave little room for rest or recovery.

Fear of Failure

Because women often experience greater scrutiny, many remain in a constant state of high alert. They work longer hours, overprepare, and hesitate to make mistakes, increasing the risk of burnout.

How to Embrace “Good Enough” Leadership

Accepting “good enough” does not mean lowering your standards. It means recognizing when additional effort no longer creates meaningful value. Effective leaders measure success by impact, not perfection.

Let Go of Perfectionism

Recognize the Double Standard

Understand that trying to satisfy conflicting expectations is impossible. Leadership does not require perfection—it requires authenticity, sound judgment, and resilience.

Use the 70% Rule

Move forward when a project or decision is approximately 70% complete rather than waiting for an unattainable level of perfection. Progress often creates better outcomes than endless refinement.

Stop People-Pleasing

Lead according to your values rather than trying to satisfy everyone. Not every stakeholder will agree with every decision, and that’s part of effective leadership.

Set Healthy Boundaries

Redefine Productivity

Measure success by meaningful outcomes instead of hours worked. High-impact work is more valuable than constant activity.

Protect Your Capacity

Treat rest, personal time, and recovery as essential components of sustainable leadership rather than rewards earned only after exhaustion.

Audit Your Commitments

Regularly evaluate your responsibilities. Delegate, postpone, or eliminate tasks that do not align with your strategic priorities or leadership goals.

Knowing When “Good Enough” Really Is Enough

“Good enough” becomes the right choice when the cost of perfection—in time, energy, and mental health—outweighs the value of additional improvements. If your objectives have been met and further changes are merely cosmetic, it is time to move forward.

In Professional and Creative Work

Many projects reach a point of diminishing returns. The Pareto Principle, or the 80/20 Rule, reminds us that most of the value often comes from a relatively small portion of the effort. Once your work clearly communicates its purpose and meets quality expectations, resist the urge to continue making insignificant refinements. Often, endless tweaking is driven more by fear of judgment than by the need for improvement.

In Personal Life and Relationships

Psychologist Donald Winnicott introduced the concept of the “good enough mother,” emphasizing that children do not need perfect parents—they need consistent love, care, and support. The same principle applies to leadership, relationships, and life. Accepting that not every moment will be exceptional allows us to let go of unrealistic expectations and reduce the risk of burnout.

When “Good Enough” Isn’t Enough

Conversely, it’s important to recognize situations that require more effort. There are times when excellence is essential because the consequences of mistakes are significant.

“Good enough” should never apply to:

• Safety-critical decisions or procedures
• Legal or regulatory compliance
• Healthcare and medical decisions
• Ethical responsibilities
• Developing foundational skills or performing in high-stakes professions

Final Thoughts on Good Enough Leadership

Embracing “good enough” is not about settling for less—it’s about leading more sustainably.

By letting go of perfectionism, setting healthy boundaries, and focusing on meaningful impact, leaders can reduce stress, prevent burnout, and create space for better decision-making.

Sustainable leadership is not defined by doing everything perfectly. It is defined by knowing what truly matters and having the courage to let the rest go.

Have a Prickly Leadership Challenge?

If you have this—or another—”prickly” leadership issue you’d like me to address in future blogs, please reach out to me directly. I’ll do my best to tackle it in an upcoming post.

There’s more than one way to solve a leadership challenge. Sometimes you just need a little help.

If you or other leaders in your organization are facing similar challenges, visit The Center for Leadership Excellence at www.cleindy.com to learn more about our coaching, leadership development, and organizational consulting services.

Patty Prosser, Co-Founder and Coaching Practice Leader at The Center for Leadership Excellence,317-727-6464 or at pprosser@cciindy.com