Learning to Tolerate “Good Enough”
For many professionals, especially those in leadership roles, the pressure to excel is woven into daily life. Targets, KPIs, deadlines, performance reviews, and the self-expectation to always “be impressive” can create an environment where anything short of exceptional feels like failure. It’s no surprise that so many people struggle to accept the idea of “good enough.”
But learning to tolerate “good enough” redefines success in a way that supports both performance and wellbeing.
Why ‘Good Enough’?
Perfectionism often masquerades as ambition. It looks like hard work and dedication on the surface, but underneath it tends to fuel exhaustion, self-doubt, and chronic stress. When everything must be flawless, nothing ever feels finished, and even real achievements lose their shine.
“Good enough,” on the other hand, is a realistic, sustainable standard. It frees you to make decisions, complete tasks, and move forward without getting trapped in endless refinement creating momentum, not paralysis.
For leaders, tolerating “good enough” also strengthens teams. When you show you’re willing to trust people’s work without demanding constant perfection, they feel more confident taking risks and contributing ideas, which well performing and healthy workplaces rely on.
Common Barriers to Accepting 'Good Enough'
The idea of “good enough" might still make you flinch a little. Many people who struggle with this mindset share a few common fears:
- Fear of being judged: “If this isn’t perfect, people will think I’m incompetent.”
- Fear of losing control: “If I don’t oversee every detail, something will go wrong.”
- Fear of lowering standards: “If we accept good enough once, everything will slip.”
- Fear of missing out on the ‘best’ outcome: “I could have done more.”
Whilst these fears are understandable, they aren’t always accurate. They’re often habits of thinking rather than reflections of reality.
Moving Toward a ‘Good Enough’ Mindset
You can build tolerance for “good enough” the same way you build any other skill: gradually, intentionally, regularly and with compassion for yourself.
- Start small.
Choose one area, such as weekly report, a meeting agenda, or a presentation slide, and intentionally stop when the work is clear, accurate, and functional, not flawless. - Define success in advance.
One reason tasks can snowball is because the finish line is vague. Setting a reasonable “done” criteria before you start can prevent perfectionist overreach. - Notice what actually happens.
Often, the consequences we fear never occur. Clients are satisfied. Your team follows the plan. You still deliver strong results. Pay attention to this evidence. - Celebrate efficiency, not just excellence.
Finishing something quickly and effectively is a skill worth acknowledging. Productivity is not the enemy of quality. - Talk openly about it.
If you’re a manager, modelling “good enough” openly and showing that you still expect quality without demanding perfection gives your team permission to do the same.
When ‘Good Enough’ Is the Most Professional Choice
In a high-pressure, always-on world, your energy is a finite resource. Spending it wisely is a professional responsibility. “Good enough” helps you protect your capacity for the work that genuinely does require a higher level of attention such strategy, decision-making, innovation, and leading people.
Choosing “good enough” in the right moments isn’t a shortcut. It’s a strategic skill. One that keeps you effective, grounded, and emotionally well.
In a high-pressure world, “good enough” might just be one of the most powerful professional tools you have.
If you need help to tolerate “good enough” you can book a short free consultation here
