The Problem with Perfection

Jeff walked out of his supervisor’s office feeling good—mostly. He had just received his evaluation after a year on the job. Jeff is a nurse leader who holds a significant position in his health system, and he is very motivated to do well at work. He felt good because his review was very positive; on nearly every question with quantifiable measures, his manager said he exceeded expectations. She awarded him the maximum salary increase, even though the organization was facing difficult financial challenges. His manager’s less formal comments were largely positive, too. She and the rest of nursing leadership realized the difficulty of Jeff ’s job, and he received high marks for his many achievements after just 1 year.

But Jeff was disturbed by the comments his manager offered in the spirit of continuous improvement. She suggested that he delegate more and manage his own intensity so he wouldn’t overpower others. She also said that, in her lengthy experience in the organization, it takes far more than 1 year to be truly effective in a role like Jeff ’s. By the time Jeff and I spoke, a week had passed since his review…Read The Full Article

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