In crafting a flawless circle, Giotto achieved a paradoxical perfection, where the immaculacy of his form resonates with an inherent imperfection.
In my recent role as a consultant and advisor, I’ve encountered numerous CEOs and founders striving for an elusive perfection.
One CEO even meticulously critiqued the font and colours in PowerPoint presentations! A form of micromanagement that seems at odds with the principles of agile and lean companies, where “good enough for now, safe enough to try” prevails.
And remember that 90% of the C-Level people I engage come from the IT industry. They should embrace a more flexible way of working!
This corporate pursuit of flawlessness made me reflect on the Japanese concept of wabi-sabi. Beyond the traditional meaning, wabi-sabi holds valuable insights into the business landscape.
Wabi-sabi challenges the prevailing Western notion that perfection is the ultimate goal.
Fear of failure may be a cultural thing. In some countries, failure is not acceptable, and, as a result, there are fewer entrepreneurs per capita than in other countries.
In Israel, for example, where failure is embraced, there is around one start-up per 1,400 people. in Europe, the number is one start-up per 20,000 people. Silicon Valley also has a low fear of failure, so there are more entrepreneurs per capita.
Drawing from my interactions, I’ve witnessed the relentless pursuit of flawlessness can stifle innovation and hinder adaptability.
Instead of fixating on a rigid vision of perfection, wabi-sabi invites leaders to appreciate the uniqueness of each individual within their team.
Failure is an event, not a person! Instead of asking, “Who’s responsible for this or that?” you should change the angle by asking, “What happened, and what can we learn from it?”
The cracks and imperfections in the professional journey become part of the narrative, contributing to the richness of experience that shapes effective leadership.
In a practical sense, wabi-sabi encourages a cultural shift within companies. The relentless pursuit of more, which I’ve seen in various boardrooms, can be replaced by simplicity and humility. This shift fosters a work environment that focuses on the quality of ideas and the team’s adaptability rather than the illusion of a flawless process.
Wabi-sabi’s core tenet of impermanence directly resonates with the dynamic nature of the business world. It encourages leaders to acknowledge and embrace change rather than resist it. Through my consultations, I’ve observed that companies with leaders embodying wabi-sabi principles are more adaptable. They can navigate uncertainties with grace and see them as integral to the evolving narrative of success.
The paradoxical relationship between perfection and imperfection becomes evident in the corporate context. As witnessed in my interactions, micromanagement can paradoxically lead to imperfections in the broader organisational structure.
Pursuing perfection should not compromise the execution born out of experimentation and calculated risk.
In the fast-paced world of consultancy and advising CEOs, the principles of wabi-sabi offer a unique lens through which to view the pursuit of perfection. It is not a rejection of high standards but a recalibration of priorities.
Imperfections are not obstacles but integral to the journey toward success.
We can create workplaces that value the beauty in imperfection and find harmony in the ever-changing cadence of the business world.
In crafting a flawless circle, Giotto achieved a paradoxical perfection, where the immaculacy of his form resonates with an inherent imperfection.
In my recent role as a consultant and advisor, I’ve encountered numerous CEOs and founders striving for an elusive perfection.
One CEO even meticulously critiqued the font and colours in PowerPoint presentations! A form of micromanagement that seems at odds with the principles of agile and lean companies, where “good enough for now, safe enough to try” prevails.
And remember that 90% of the C-Level people I engage come from the IT industry. They should embrace a more flexible way of working!
This corporate pursuit of flawlessness made me reflect on the Japanese concept of wabi-sabi. Beyond the traditional meaning, wabi-sabi holds valuable insights into the business landscape.
Wabi-sabi challenges the prevailing Western notion that perfection is the ultimate goal.
Fear of failure may be a cultural thing. In some countries, failure is not acceptable, and, as a result, there are fewer entrepreneurs per capita than in other countries.
In Israel, for example, where failure is embraced, there is around one start-up per 1,400 people. in Europe, the number is one start-up per 20,000 people. Silicon Valley also has a low fear of failure, so there are more entrepreneurs per capita.
Drawing from my interactions, I’ve witnessed the relentless pursuit of flawlessness can stifle innovation and hinder adaptability.
Instead of fixating on a rigid vision of perfection, wabi-sabi invites leaders to appreciate the uniqueness of each individual within their team.
Failure is an event, not a person! Instead of asking, “Who’s responsible for this or that?” you should change the angle by asking, “What happened, and what can we learn from it?”
The cracks and imperfections in the professional journey become part of the narrative, contributing to the richness of experience that shapes effective leadership.
In a practical sense, wabi-sabi encourages a cultural shift within companies. The relentless pursuit of more, which I’ve seen in various boardrooms, can be replaced by simplicity and humility. This shift fosters a work environment that focuses on the quality of ideas and the team’s adaptability rather than the illusion of a flawless process.
Wabi-sabi’s core tenet of impermanence directly resonates with the dynamic nature of the business world. It encourages leaders to acknowledge and embrace change rather than resist it. Through my consultations, I’ve observed that companies with leaders embodying wabi-sabi principles are more adaptable. They can navigate uncertainties with grace and see them as integral to the evolving narrative of success.
The paradoxical relationship between perfection and imperfection becomes evident in the corporate context. As witnessed in my interactions, micromanagement can paradoxically lead to imperfections in the broader organisational structure.
Pursuing perfection should not compromise the execution born out of experimentation and calculated risk.
In the fast-paced world of consultancy and advising CEOs, the principles of wabi-sabi offer a unique lens through which to view the pursuit of perfection. It is not a rejection of high standards but a recalibration of priorities.
Imperfections are not obstacles but integral to the journey toward success.
We can create workplaces that value the beauty in imperfection and find harmony in the ever-changing cadence of the business world.
