Striving vs. Thriving - The Perfectionism Dilemma

In the ever-evolving world of tech and talent, perfectionism is a topic that pops up more often than a Slack notification.

As a Talent Acquisition Manager, what I find fascinating is how often candidates mention it as both a strength and a challenge. On one hand, they link it to having high standards, a strong work ethic, and an eye for detail — all great qualities in any role. On the other hand, they also recognize that their pursuit of perfection can sometimes slow them down or make it harder to finish tasks quickly. It’s this interesting double-edged quality that makes perfectionism such a relatable and recurring theme in the workplace.

When it comes to perfectionism at work, people channel it in different ways. Tomas Gregovsky - Head of Project Development at Magnolia- learned to distinguish between tasks that truly demand perfection and those where “good enough” is exactly right: “I’ve developed a good sense of where high standards are needed, and where ‘good enough’ is perfect."

Cass Weber, -Head of Professional Services and Customer Engagements- finds perfectionism woven into everyday communication, whether it’s drafting an email, fine-tuning a contract clause, or polishing a Slack message. Every word is carefully chosen to ensure clarity, alignment with company values, and the right tone for the audience, often involving multiple rounds of review to get it just right. Nevertheless, she says, “We have to consider what the underlying motivation is for striving for perfection. The key is knowing when excellence adds value, and at what degree of progress or quality is sufficient.”

Striving for perfection can absolutely hurt progress, especially when it’s applied without context or intention. Tomas swears by the 80/20 rule, noting how well it serves in the world of software, where simplicity and functionality matter far more than flawless execution. “We’re not making luxury watches,—software just needs to work, and the best tools are rarely perfect, just effective and easy to use.” On the other hand, perfectionism can be a strength when used deliberately and in the right setting. Think of Switzerland’s precision or Japan’s operational excellence—there, the pursuit of perfection becomes a differentiator. Cass points out that perfectionism often stems from a desire to avoid mistakes or exert control, which can slow down progress, create anxiety, or block collaboration. The key is discernment: knowing when excellence genuinely adds value.

Creating a safe space for imperfection is an intentional practice. For Tomas, it starts with tailoring their approach to each team member—some need more structure, others thrive with autonomy—and fostering an environment free from fear or judgment. The focus is on open communication, early sensing when something feels off, and being approachable beyond just work conversations. Cass echoes this with a strong emphasis on respectful, truthful dialogue. When mistakes happen, she uses the moment to guide the team toward understanding what went wrong, why it matters, and how to improve. She is also careful to consider the intent behind actions, especially when driven by good faith or extra effort. Both agree that building psychological safety isn’t passive—it’s a continuous, evolving practice rooted in empathy, clarity, and mutual respect.

Easing the pressure of perfectionism in the workplace starts with leadership—specifically, choosing and supporting managers who bring emotional intelligence, clarity, and balance to their roles. “Don’t be a perfectionist manager,” says Tomas. Instead, model 80/20 thinking, set realistic expectations, and recognize when someone on your team is struggling with perfectionism so you can support them in a way that suits their personality. For Cass, as well, the focus is on cultivating a psychologically safe environment where team members feel confident speaking up—whether to share ideas, admit uncertainty, or own mistakes. Building trust is the foundation, but it doesn’t stop there: it’s about empowering individuals to take ownership, grow their confidence, and develop their skills in a space where mutual respect and shared responsibility are the norm. This kind of leadership may not always be fully understood, but it plays a critical role in protecting team well-being and creating a culture where progress—not perfection—is the true goal.

Perfectionism doesn’t have to be a villain—but it shouldn’t be the hero either. When managed with self-awareness, support, and an empowering leadership style, it can actually support progress rather than slow it down. And sometimes, the real magic lies in knowing when “good enough” is more than good—it’s exactly right. Progress over perfection, always, with just the right dash of care.