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- From Empire: The Life, Legend and Madness of Howard Hughes by Donald L. Bartlett & James B. Steel How many times have you heard someone (it may have been you) proclaim or complain that he/she is a perfectionist? You may have noticed that going for perfection is a fool's game. You simply cannot win when you set perfection as your standard. There may be rare and unusual situations where perfection is assumed to be an appropriate standard. Frankly, I can't think of one - no, not even life and death situations such as heart surgery demand perfection in the process. Each stitch does not have to be sewn perfectly in order to affect the outcome. Perfection is present in the ultimate result, as evident in the patient's survival or death, not in the process. When 'perfection' is the goal it is usually out of an exaggerated desire to be right, to avoid criticism or risk. The focus is on 'how am I doing?' rather than on producing a specific outcome. Excellence, on the other hand, is a way of life. It is the context in which high achievers and peak performers produce and contribute to the quality of life. High achievers and peak performers get things done by taking action looking for appropriate outcomes and measuring their success based on the quantity and quality of their results. The bad news is that being a human being means we have the abilities and the failings of human beings. We make mistakes. We get tired. We get distracted. We fail to communicate clearly and accurately. When we set perfection as our goal, all of our actions are based on attempts to conquer our natural human limits with little or no intention on the ultimate outcome. The search for perfection limits our ability to act meaningfully. Acting in accordance with standards of excellence allows us to produce superb results and opens the door to experimentation and creativity.
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More Articles:1. Performance Expectations - 5 Tips and 5 Questions* People want to understand their role - they want to do well! So by being clear, really clear about what it expected of them, makes a big, big difference! And that improves performance as well as saving you time chasing others around to deliver what you want.5 Tips1. Be Clear - your people need to know what they are doing, both in terms of actions and the standards that you will be expecting. By being really clear, checking understanding and having it written down makes a big difference.2. Have … 2. What Does Your Staff REALLY Want? Part 2 The 2005 'Best Places to Work' program study showed that, contrary to popular opinion, employee satisfaction didn't depend on salary. The most given answer as to what makes a company a great place to work is employee empowerment. And what constitutes employee empowerment? I believe it comes down to a few basic principles, the second of which is the corporate culture. CREATE A CULTURE In the book 'Guts!: Companies That Blow the Doors Off Business As Usual,' authors Kevin and Vickie Freibe… 3. Choices in Appointing International Managers By Brenda Townsend Hall Globalization is requiring companies to make important choices about how to deploy international managers. The costs of making the wrong choice are heavy both economically and in the emotional and physical toll it can take on employees and the impact it can have on the overseas branch.Traditionally companies have required managers to accept foreign postings of, perhaps, several years’ duration. Such postings mean upheaval for the manager’s entire family—schools, dual career issues, isolation—a… 4. What do Employees Really Want? A major problem for business owners and employers today is getting the best employees and then keeping them. Sounds easy, but any employer will tell you that these activities take up the most time and have the biggest impact on business results. So how do you go about retaining the good people once you’ve found them? Understanding what your employees want from a workplace sounds like a logical place to start. After all, if you know what your employees are after, you simply need to provide it and… |
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