Done is better than perfect

Done is better than perfect

In our quest for success, we sometimes find ourselves trading off perfection for timeliness. We submit the report a few days late in order to make it perfect. We  dot every “I” and cross every “t” really make the report look perfect – but late. Yes, we want a professional looking report. But is it professional if we delivered after the deadline to which we had committed?

Sheryl Sandberg, in her book “Lean In” mentioned that one of the most meaningful posters in the Facebook office says “DONE IS BETTER THAN PERFECT”.  I relate.   Years ago, this quotation by Alan Weiss, of the Million Dollar Consulting fame literally changed my life: “80% of Perfection is Enough”.  I realized that the 20% that I was putting in to reach “perfection” added very little value to my client, and much stress to my life.  Whenever I get to a point in my reports, preparation or anything in my work where I am feeling frustrated, I ask myself “Am I at 80%?  Will going further add significantly more value to my client?”  Usually, I AM at 80% and I stop, send off the report – on time, as promised.  DONE!  It really is better than perfect!

It is actually impossible to be perfect. We can always be better. Sometimes that extra 20% doesn’t make us better.  It just makes us late. And that’s not perfect at all.

THE BALANCED SCORECARD

Are your Initiatives strategic?

One of the challenges in creating and implementing the Balanced Scorecard is to determine which of your initiatives are truly strategic. There are always numerous important projects for an organization to do, but which are critical to the strategy? Failure to identify the truly strategic initiatives could result in misallocated resources in both money and time, and can make the difference between success and failure in executing your strategy.

The Strategic Initiatives are major projects that are critical to your strategy.  Strategy is about change, and the strategic initiatives are the change projects. There are other initiatives that are important but not necessarily strategic. These are the projects that are necessary to keep your existing, core business working and improving. You must do both. But you must be clear on what is strategic and what is important.  For example, an initiative to expand capacity for your existing business would be important operationally. However, an initiative to introduce a new technology that will significantly alter the course of your business would be strategic. The first one is likely to be easier to implement, so the tendency will be to get that done, to the detriment of the second one.  Big mistake. You will experience incremental improvements rather than the shift that will make your business competitive, relevant and profitable in the longer term.

Strategic initiatives are typically related to the Learning and Growth and Internal Process perspectives. Ask yourself:

• What is necessary to make the people in our organization competent, capable and ready to implement the newstrategy?
• Which processes MUST be transformed to deliver on our new strategic direction?
• 5 years out, what will our business look like if we don’t do these now?

Implementing Strategic Initiatives often stalls because of resistance to change.  Resistance is a normal part of change to be expected and managed. I often tell my clients “If you aren’t being resisted, you aren’t changing”.  Perhaps also, if you aren’t being resisted, then your initiatives may not be strategic!

TAKE ONE ACTION

Whatever you are working on today, stop before you think you are finished and ask yourself:

1. Am I at 80% of perfection?
2. Will the extra 20% add at least 20% more value?
3. If I commit to doing more, will it make me late?

And then take action based on your responses. It may feel difficult at first, but remember “If you aren’t being resisted, you aren’t changing”. And oft times, the resistance comes from you.

INTERESTING LINKS

6 Ways to Smash Your Creative Block and Launch Your Dream project – this article helps you to get over your own resistance to change – whether it’s for your dream project or a strategic initiative for your organization. – click to view article

Great article on motivating people with non-financial “incentives”. I am not in any way advocating that your don’t pay your team well. However, it really is not all about the money. It’s about how valued people feel in their work. It takes time, commitment and caring but it’s worth it – happy employees ARE more productive! – click to view article