Perfection vs. Excellence (Business, Career, Life Coaching Series)

Written by Ruth Zanes

"(Howard) Hughes never learned how to convert his knowledge to practical application. Instead he sought a perfection that assured failure." - 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 inrepparttar process. Each stitch does not have to be sewn perfectly in order to affectrepparttar 135511 outcome. Perfection is present inrepparttar 135512 ultimate result, as evident inrepparttar 135513 patient's survival or death, not inrepparttar 135514 process.

When "perfection" isrepparttar 135515 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, onrepparttar 135516 other hand, is a way of life. It isrepparttar 135517 context in which high achievers and peak performers produce and contribute torepparttar 135518 quality of life. High achievers and peak performers get things done by taking action looking for appropriate outcomes and measuring their success based onrepparttar 135519 quantity and quality of their results.


Written by CMOE Development Team

While heading home at day’s end, you begin reflecting on a coaching meeting you had earlier that day with an employee, Chris. You hope that, this time, you finally succeeded in getting her to understandrepparttar importance of spending less time in disruptive socializing inrepparttar 135350 office and more time elevating her performance. If not, you feel that your only remaining alternatives are to give her a poor performance evaluation or demotion or may even fire her. You’re reluctant to do either ofrepparttar 135351 first two things because you know these would disruptrepparttar 135352 positive work relationship you’ve had with Chris. And you don’t really want to fire her. Onrepparttar 135353 other hand, you’re running out of patience; this isrepparttar 135354 fourth time you’ve said something to Chris aboutrepparttar 135355 situation. Admittedly,repparttar 135356 first few times, your comments may have missedrepparttar 135357 mark because you gave her only some casual feedback. But about a month ago, you held a formal coaching meeting with Chris, in which you discussedrepparttar 135358 situation in depth and came away thinking that she understoodrepparttar 135359 need to change her behavior. In fact, she did change. But after a week or so, she was back to her old behavior.

Sound familiar? The most critical step inrepparttar 135360 management coaching process – getting an employee to agree there’s a need for improvement – is usually not well understood or well executed. Without that, there’s little likelihood of any permanent change.

Not a chewing out

Asrepparttar 135361 use of coaching rises, so doesrepparttar 135362 confusion over what it is and isn’t. I define management coaching as an interpersonal process between a manager and an employee in whichrepparttar 135363 manager helpsrepparttar 135364 employee redirect his or her performance while maintaining mutual trust. Coaching differs from feedback, although feedback is part ofrepparttar 135365 management coaching process. Feedback is given by a manager or supervisor in response to a specific event or situation; coaching focuses on a pattern of behavior along with strategies for growth and development. Coaching is all aboutrepparttar 135366 art of turning situations and events into learning and growing experiences. Examples include missing several deadlines in a short period despite being reminded that meeting deadlines is important, continuing to arrive late for work after being told tardiness is not acceptable, and continuing to interrupt others in spite of receiving feedback that such behavior isn’t appropriate. Management Coaching is not “chewing out”, taking to task, or threatening employees to try to improve their performance. Those tactics can work, butrepparttar 135367 results may be worse thanrepparttar 135368 original problem. Such approaches tend to make employees passive-aggressive. They will walkrepparttar 135369 line and do nothing more or less than what is asked.

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