I’m Not a Perfect Manager, and So Are You
In today’s fast-paced business world, the pressure on managers to be perfect is overwhelming. Leaders are expected to inspire, motivate, and deliver results—all while maintaining a likable and approachable demeanor. But what if perfection isn’t the goal?
Daria Leshchenko, CEO and Managing Partner of SupportYourApp, offers a refreshing perspective. In a recent article, she argues that striving for perfection in management is not only unrealistic but also counterproductive. Instead, she advocates for a focus on efficiency, results, and making tough decisions—even if it means being labeled an “imperfect” manager.
Leshchenko’s argument is rooted in her own experiences. She recalls a difficult moment when she had to part ways with a long-term employee who was no longer adding value to the company. Despite giving the employee ample opportunities to improve, the decision was met with frustration and aggression. This experience taught her a valuable lesson: being a good manager doesn’t always mean being liked.
At the heart of Leshchenko’s message is a simple yet powerful idea: everyone has a different definition of what makes a “perfect” or “imperfect” manager. For some, a perfect manager is someone who is always approachable and likable. For others, it’s someone who drives results and keeps the business thriving. The truth, she argues, lies somewhere in between.
So, what does it mean to be an imperfect manager? For Leshchenko, it means embracing your humanity while staying focused on what really matters: the success of your team and the growth of your business. It means making tough decisions, even when they’re unpopular, and balancing emotions with professionalism.
Throughout her article, Leshchenko emphasizes four key principles for managers who want to embrace their imperfection while still being effective. These principles don’t promise to make management easier, but they do offer a roadmap for leaders who are ready to stop chasing perfection and start focusing on what really works.
Read on as we dive into Leshchenko’s insights and explore how embracing imperfection can transform the way you approach management.
Embracing Imperfection: Strategies for Effective Management
According to Leshchenko, one of the most critical aspects of being an imperfect yet effective manager is learning to balance emotions with professionalism. Managers, like all humans, experience a range of emotions, from frustration to empathy. However, it’s how these emotions are managed that defines a successful leader. Leshchenko suggests that while it’s natural to feel emotional in challenging situations, it’s essential to process these feelings constructively and maintain a professional demeanor.
She also highlights the importance of prioritizing business needs above personal likability. Managers often face difficult decisions, such as restructuring teams or addressing underperformance. While these decisions may be unpopular, they are often necessary for the health and growth of the organization. Leshchenko argues that a manager’s primary responsibility is to ensure a mutually beneficial relationship between employees and the company—a relationship that fosters both personal and professional growth while driving business success.
Four Key Principles for Imperfect Managers
Leshchenko outlines four key principles for managers who want to embrace their imperfection while remaining effective. These principles, drawn from her own experiences, provide a practical guide for leaders looking to move beyond the pursuit of perfection.
The first principle is to focus on efficiency and results rather than likability. Leshchenko argues that while being liked by your team is nice, it’s not the ultimate measure of a manager’s success. What matters most is whether the team is achieving its goals and contributing to the company’s growth. This doesn’t mean being harsh or unapproachable; it means setting clear expectations and holding everyone accountable.
The second principle is to acknowledge and accept that no one defines a “perfect” manager in the same way. Every team member has different expectations and ideals when it comes to leadership. For some, a perfect manager is someone who is always available and approachable. For others, it’s someone who drives results and keeps the team on track. Leshchenko emphasizes that trying to meet everyone’s expectations is not only impossible but also counterproductive. Instead, managers should focus on what truly matters: efficiency, clarity, and fairness.
The third principle is to embrace your imperfections and use them as a tool for growth. Leshchenko believes that being an imperfect manager doesn’t mean being ineffective. In fact, acknowledging your imperfections can make you a more relatable and authentic leader. The key is to learn from your mistakes and use them as opportunities to improve both personally and professionally.
Finally, Leshchenko stresses the importance of maintaining professionalism, even in difficult situations. This means staying calm under pressure, communicating clearly, and making decisions based on logic rather than emotions. It also means being transparent with your team about the reasoning behind your decisions, even when they’re unpopular.
By focusing on these principles, managers can stop chasing the unattainable ideal of perfection and instead cultivate a management style that is both effective and authentic. As Leshchenko so aptly puts it, being an imperfect manager doesn’t mean being a bad one—it means being human, focused, and committed to the success of your team and your business.
For managers willing to embrace their imperfections and focus on what really matters, the rewards can be significant. Not only can they build stronger, more resilient teams, but they can also create a work environment where both employees and the business thrive.
Conclusion
In a world where perfection is often touted as the ultimate goal, Daria Leshchenko’s perspective on embracing imperfection in management offers a breath of fresh air. By focusing on efficiency, results, and tough decision-making, managers can move away from the unattainable ideal of perfection and instead cultivate a leadership style that is authentic and effective.
Leshchenko’s four key principles—prioritizing efficiency and results, acknowledging differing definitions of perfection, embracing imperfection as a tool for growth, and maintaining professionalism—provide a practical roadmap for managers. These principles remind us that being an imperfect manager doesn’t equate to being ineffective. Instead, it means being human, focused, and committed to the success of your team and business.
Ultimately, embracing imperfection allows managers to build stronger, more resilient teams and create a work environment where both employees and the business can thrive. It’s time to stop chasing perfection and start focusing on what really works.
Frequently Asked Questions
Why is perfection overrated in management?
Perfection is unrealistic and counterproductive in management. It prevents managers from making tough decisions and focusing on what truly matters—efficiency, results, and the success of the team and business.
How can managers balance emotions with professionalism?
Managers can balance emotions with professionalism by processing feelings constructively and maintaining a calm, logical demeanor. This ensures decisions are made with clarity and fairness, even in challenging situations.
What if my team doesn’t like my tough decisions?
While it’s natural to want to be liked, a manager’s primary responsibility is to make decisions that benefit the team and the business. Transparency and clear communication can help your team understand the reasoning behind difficult choices.
How does embracing imperfection benefit a team?
Embracing imperfection fosters authenticity and relatability in leadership. It allows managers to learn from mistakes, grow personally and professionally, and create a more resilient and thriving work environment.