Discover more from The Unlocker
Beyond 'Good Enough'
Transforming 'Good Enough' from an Excuse into a Definition
I recently had the privilege to hear Seth Godin, the influential marketing guru and thought leader, express a profound thought - "Good enough isn't an excuse. Good enough is a definition." Initially, it seemed like just another eloquent saying but upon further contemplation, I realized its profound implications for managers and leaders.
Often, we mistake 'good enough' as a stopgap solution, an excuse to avoid the necessary hard work, or a compromise on quality, as if we're sliding by with a minimally acceptable standard. The phrase 'good enough' inherently suggests an underlying sense of underachievement, a reluctance to strive for excellence. But that's not the essence of Seth Godin's perspective.
When Seth Godin says "Good enough is a definition," he is compelling us to redefine the notion of 'good enough.' Instead of viewing it as a ceiling to our efforts or a compromise on the quality, he encourages us to see 'good enough' as a starting line, a foundational standard upon which we build our work.
For leaders and managers, this is a significant distinction to grasp. Instilling the notion that 'good enough' is not an excuse, but the standard, transforms how our teams perceive their work. It sets a bar of quality that everything should meet at the very least and becomes a launchpad for innovation, creativity, and continuous improvement.
It changes our teams' mindset from 'doing just enough to get by' to 'doing the best we can, and then some.' It creates an environment where mediocrity has no place, and excellence becomes the norm. By embracing this definition, we can drive our teams to surpass expectations consistently, not out of compulsion, but because they understand and believe in the value of delivering quality.
This concept of 'good enough' transcends just our work outputs and has a broader application in our decision-making processes as well. In a world of constant change and endless possibilities, perfection can be the enemy of progress. If we're always waiting for the 'perfect' solution or the 'perfect' time, we might find ourselves stuck in analysis paralysis. Instead, aiming for 'good enough,' the best decision or action in the given circumstances, allows us to move forward and iterate along the way.
So, as leaders, let's redefine 'good enough.' Let's make it our standard, our starting point, not our ceiling. Let's inspire our teams to see 'good enough' not as an excuse to underperform, but as a motivation to consistently perform at their best and keep improving. After all, good leadership isn't about accepting the status quo, it's about setting the bar high and inspiring others to leap over it.