Perfection holds a strange power. It’s an ideal that demands everything but gives nothing back. And while we know nothing and no one can truly be perfect, perfection still lingers as an unspoken expectation in our minds. It’s sneaky. It convinces us that “good” isn’t quite enough, that striving for anything less than perfection is settling.

But what if it’s the opposite? What if the real problem is perfection itself?

We’ve all experienced the leader who’s convinced they’ve made their point. They’ve said it in meetings, included it in emails, maybe even put it on a slide. Yet somehow, the team isn’t acting on it.

Leadership often calls us to be strong, clear, and composed. These qualities are important, but they aren’t the whole story. Beneath the surface, leadership also brings moments of doubt, loss, and sadness. It’s tempting to push these feelings aside, focusing instead on solutions and progress. But what if these moments of discomfort are part of what makes us better leaders?

By reframing balance as consistent and perpetual reprioritisation against a meaningful code, we can channel our energy into what truly matters without guilt or undue tension.

We’ve all been in that room. A leader passionately outlines a vision, convinced everyone gets it. Heads nod, notes are taken, and yet, when it’s time to execute, the results miss the mark. What went wrong?

In a world brimming with decisions and actions, it’s easy to get caught in well-worn patterns. Our instincts often pull us toward the familiar—solutions that feel safe, paths already traveled. Yet, some of the most profound insights emerge when we pause and ask: What if the opposite were true?

Helping our team is an essential part of being a good leader, but there’s a fine line between supporting growth and fostering dependence. Stepping in to help often comes from the best intentions—wanting to ease challenges, ensure success, or save time. However, in the long term, this pattern can create unintended problems for everyone involved.