Good Enough: The Radical Concept For Today’s Leaders

Editorial Team
Apr 22, 2025
5 min read

Updated: 6 days ago

What does “good enough” leadership really mean in a culture obsessed with perfection?

For decades, we’ve been taught that excellence requires relentless self-critique, constant optimisation, and never showing the strain. Yet for many midlife leaders, especially women, that model quietly erodes energy, confidence, and clarity. This article reframes “good enough” not as lowering standards, but as a psychologically intelligent approach to leadership—one that restores calm energy, sharpens decision-making, and builds sustainable resilience without the burnout tax. For free burnout recovery tools and practical next steps, explore our Burnout Recovery Hub.

Many leaders obsessed with optimisation, one powerful principle has quietly slipped through the cracks: “good enough.”

Coined and re-popularised by therapist Pete Walker, best known for his work on Complex PTSD, the Good Enough concept isn’t about mediocrity. It’s a brave rebellion against the internalised pressure to be flawless—often born from childhood survival strategies that no longer serve us.

In fact, good enough might be one of the most underrated keys to sustainable success, especially for leaders walking the tightrope between high performance and personal wellbeing.

What Pete Walker Meant by “Good Enough”

Good enough isn’t an excuse—it’s an invitation.

An invitation to self-compassion.

To setting humane standards.

To knowing that value isn’t earned by exhaustion.

Rooted in his trauma-informed approach, this concept encourages individuals (especially those with histories of emotional neglect, people-pleasing, or perfectionism) to challenge the voice that says, “not yet… not perfect… not enough.”

Instead, Walker’s message is this: You’re already worthy. Your best doesn’t need to break you. Striving for good enough in key moments restores balance, builds resilience, and allows healing.

Why This Concept Has Been Forgotten in Leadership Circles

Let’s be honest. The corporate world rarely rewards “good enough.” From KPIs to constant comparison culture, leaders are conditioned to chase the next upgrade. The myth of invincibility has become a silent KPI: you must always lead with clarity, deliver under pressure, and be unflappable in every role.

Somewhere along the way, “good enough” got mislabelled as laziness. But it’s not laziness—it’s liberation.

By forgetting this principle, we’ve created burnout machines:

• CEOs who can’t unplug.

• Founders addicted to control.

• Teams afraid to take imperfect action.

• Homes filled with performance instead of presence.

And the cost? It’s not just tired eyes and unfinished to-do lists.

The Hidden Dangers of Perfectionism

Perfectionism isn’t a badge of honour—it’s a silent saboteur. It convinces leaders to overwork, overthink, and overfunction until their bodies and relationships break down.

Unchecked, perfectionism can lead to:

1. Burnout

A chronic state of emotional, physical, and mental exhaustion. You’re running on empty, but still pushing. You don’t just feel tired—you feel disconnected from yourself.

2. Chronic Fatigue Syndrome (CFS)

Perfectionistic overdrive has been linked to nervous system dysregulation. When rest becomes impossible and your sympathetic system stays switched on, the body eventually says: Enough.

3. Loss of Joy

When nothing ever feels done enough or good enough, even wins feel hollow. Achievements are ticked off, not celebrated. Joy becomes a stranger.

4. Erosion of Meaningful Bonds

Perfectionism doesn’t just isolate you from yourself—it distances you from others. You expect too much or feel you have too little to offer unless you’re “on.” Vulnerability, spontaneity, and intimacy fade.

This is why Pete Walker’s message is so timely for today’s leaders. Good enough doesn’t mean giving up—it means coming back to yourself.

Why Today’s Leaders Desperately Need “Good Enough”

Holistic success means more than results. It means sustainability, joy, and integrity. Without the good enough principle, leaders stay trapped in the toxic triangle of overthinking, over-functioning, and overcompensating.

Reclaiming it empowers you to:

• Lead without losing yourself

• Delegate with trust, not guilt

• Prioritise progress over perfection

• Accept others’ imperfections with grace

• Create psychological safety in teams and families

When leaders embody “good enough,” they model a powerful message: You don’t have to earn your worth by burning out.

Where Can You Apply This Today?

Ready to embrace “good enough”? Try this calming, clarity-boosting question: Where am I striving for perfect when good enough would serve better?

Here are some areas to explore:

At Work

• Emails: Let go of polishing every sentence—clarity beats cleverness.

• Meetings: A ‘good enough’ agenda is better than perfection paralysis.

• Leadership: Allow your team to see your humanity. Vulnerability breeds trust.

At Home

• Parenting: Your presence matters more than Pinterest-perfect routines.

• Relationships: Let go of fixing. Listen. Laugh. Let love be messy.

• Self-care: A short walk and simple meal can be ‘good enough’ for now.

In Different Roles

• As a Founder: Done is often better than perfect. Progress compounds.

• As a Partner: Affection and honesty beat performative perfection.

• As a Friend: Show up, even if you’re tired. That’s more than enough.

Calmfidence means allowing space for the beautifully imperfect. It’s not about lowering your standards—it’s about raising your self-respect.

So here’s your permission slip: You are already enough. You don’t need to prove it. You need to pause, breathe, and believe it.

Let’s build a culture of calm, not just accomplishment.

FAQ

What does “good enough” leadership actually mean?

“Good enough” leadership is about effectiveness, not perfection. It recognises that clarity, steadiness and responsiveness often matter more than flawless execution. Evidence suggests excessive perfectionism can increase cognitive load and emotional strain. Practical step: identify one task this week where “clear and complete” is sufficient, then stop refining once that standard is met. If letting go feels distressing or compulsive, a therapist can help you explore this safely.

Why does perfectionism contribute to burnout in senior leaders?

Perfectionism often keeps the nervous system in a heightened state of vigilance, where rest feels undeserved. Clinical practice commonly observes that this pattern drains energy and narrows perspective over time. Practical step: notice when you delay finishing because it is “not quite right” and pause to ask what risk you are actually preventing. If burnout symptoms persist, it may help to discuss them with your GP or a clinician.

How can “good enough” leadership support nervous system regulation?

When expectations are realistic, the nervous system may spend less time in threat mode and more in recovery. Research often links psychological safety and manageable standards with improved regulation and decision-making. Practical step: before a key meeting, set one intention focused on presence rather than performance. If you experience ongoing anxiety or physical stress symptoms, professional support can be appropriate.

Can letting go of perfection improve decision-making under pressure?

It can. Leaders who aim for “good enough” often make decisions with timelier judgement rather than over-analysis. Evidence suggests that chronic overthinking can impair cognitive flexibility. Practical step: set a decision window for one non-critical choice and commit when that time ends. If indecision feels paralysing or fear-driven, consider exploring this with a coach or therapist.

When should a leader rethink their standards rather than push harder?

If pushing harder consistently leads to exhaustion, sleep disruption or emotional withdrawal, it may be time to reassess standards. Burnout often signals that capacity and expectations are misaligned. Practical step: review your week and mark where effort exceeded impact. If physical or mental health is affected, speaking with your GP or a qualified clinician is advisable.

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