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On a recent project my company was working with a frozen seafood
manufacturer to help them bring a specialty frozen seafood
product to market. A huge component of getting this project done
was the packaging; it had to be eye-popping and appealing while
protecting the frozen seafood pieces inside. After a number of
design sessions with the packaging manufacturer, we received the
finished packaging. What was initially exuberance during the
design session turned into disappointment when we saw the
finished product. Some of the graphics were a bit blurry, a
re-sealable zipper wasn't included, and a clear window to view
the contents inside was missing. Our emotions went from
disappointment to anger as the manufacturer told us it would be
a number of weeks before a new delivery of the packaging could
be done. If we took this route, a key delivery to a very
important customer of ours wouldn't be met. What a pickle.
As we thought through our dilemma, we started thinking about
what was "good-enough." While some of the problems with the
packaging were irritating, they were largely cosmetic and didn't
impact the quality or taste of the product. We ultimately
decided that we could still use the packaging by making one
change which we were able to implement in-house. Through this
process, we found that we had to mentally adjust our
expectations from "perfection" to "good-enough" in order to meet
our commitments to our customers and get the product out in
time. Not the optimal choice, but certainly a workable one.
As leaders, we are constantly faced with deciding which tasks to
do and how to apply resources to those tasks. There are rare
occasions where stars align and we are able to get everything
done exactly the way we want it with the resources given to us.
Most of the time, though, we have to decide not only what to do
but what not to do. This is where the good-enough leader comes
in. Good-enough leaders are able to get more done with the
resources given to them because they know that there comes a
point where the incremental effort (or what I like to refer to
as "polishing the apple") just isn't worth the expense required
to achieve the effort. Good-enough leaders are able to define
clearly what good-enough means for any task being worked on and
are able to get the team to self-check on achieving good-enough.
Simply put, good-enough leaders get more done because they know
not only when to start, but when to stop.
Adopting a good-enough mindset means doing the following:
Establish good-enough guidelines up-front - When taking on a
project or task, take time to discuss with the team where the
good-enough line lives. As example, if the goal is to prepare a
presentation for management, it may be acceptable to have
different fonts on different slides but it is not acceptable for
data to be incorrect or for the presentation to have spelling
errors. Establishing clear guidelines with the team (and
yourself) helps to reduce rework and reduces the likelihood of
misunderstandings on what good-enough means as it relates to
your specific project or task.
Separate the "must-haves" from the "nice-to-haves" - For
good-enough to work it's super important to get a clear
understanding of what needs are absolutely necessary to deliver
your end product and to separate the "must-haves" from the
"nice-to-haves." As you are assessing each need, ask, "What is
the absolute worst thing that will happen if we don't meet this
need?" Then, decide if you can live with the worst case.
Align expectations with your customers or stakeholders - As you
are defining your must -haves, include your customer or
stakeholders in the process to ensure you aren't missing a
must-have need or mis-categorizing a nice-to-have as a
must-have. Key to this is allowing the customer to see the
benefit of being good-enough. The benefit could be a reduced
cost on a contract, taking on an extra project, or potentially
implementing a couple of the highest priority nice-to-have
needs.
Adopt a "good-enough" mantra - Working to good-enough doesn't
stop at needs definition. In our day-to-day work we all, as
leaders, are faced with decisions on where to apply resources,
what things to do, and what things to not do. When you adopt and
maintain a good-enough mantra with your team, the team will
start thinking in good-enough terms and learn how to draw the
good-enough line without your coaching and prodding.
Encourage others to cry foul when a team member starts polishing
the apple - Adopting a good-enough mantra is a great first step;
using the mantra day-in and day-out is the next step. It is easy
for a team member to become obsessed with a project or task and
to want to spend a lot of time making something perfect. When
you spot someone spending time on a task which appears to be
beyond good-enough, ask "is this good-enough?" Also, be open to
a team member challenging you with the good-enough question.
What's good for the goose is good for the gander.
Don't accept "good-enough" as an excuse for substandard quality
- being good-enough means you understand what must be done and
you work to the good-enough line. It isn't an up-front excuse
for shoddy workmanship or unacceptable quality. As example, a
developer cannot use a "good-enough" mantra as an excuse for not
testing a program he or she has written. Work should still be
performed to whatever professional specifications are applicable
to your organization.
Be a good-enough leader. You'll get more done because your team
will make better choices on where to spend time and will
consciously avoid polishing the apple. Think good-enough; it
works.
About the author:
Lonnie Pacelli has over 20 years' experience with Accenture and
Microsoft and is currently president of Leading on the Edge?
International. Lonnie's books include "The Project Management
Advisor: 18 Major Project Screw-Ups and How to Cut Them Off at
the Pass" and "The Truth About Getting Your Point Across". Get
the books, leadership products and a free email mini seminar at
http://www.leadingonedge.com.
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