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Article | Harvard Business Review | June 2011

The Paradox of Excellence

by Thomas J. DeLong and Sara DeLong

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Abstract

Why is it that so many smart, ambitious professionals are less productive and satisfied than they could be? We argue that it's often because they're afraid to demonstrate any sign of weakness. They're reluctant to ask important questions or try new approaches that push them outside their comfort zones. For high achievers, looking stupid or incompetent is anathema. So they stick to the tasks they're good at, even while the rest of the organization may be passing them by. In short, they'd rather do the wrong thing well than do the right thing poorly. They get stuck in this unproductive and unfulfilling pattern and can't break free. Of course, leaders in organizations bear some of the blame for this type of play-it-safe mind-set. They don't always want to hear that a person is struggling, nor do they necessarily reward risk taking, even though they might pay lip service to innovative initiative. The authors outline several steps that individuals can take to shake off fear and paralysis, including looking at past negative experiences from somebody else's point of view and seeking out safe ways to allow themselves to become vulnerable.

Keywords: Employees; Innovation and Invention; Strength and Weakness; Performance Productivity; Risk and Uncertainty; Motivation and Incentives; Satisfaction;

Format: Print Find at HarvardPurchase

Citation:

DeLong, Thomas J., and Sara DeLong. "The Paradox of Excellence." Harvard Business Review 89, no. 6 (June 2011).

About the Author

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Thomas J. DeLong
Senior Fellow
Organizational Behavior

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More from the Author

  • Case | HBS Case Collection | November 2017

    One Life; One Love (A)

    Thomas DeLong and Kerry Herman

    Katie Hood, CEO of the One Love Foundation (One Love), a group dedicated to the prevention of relationship violence, had grown the organization's base of funding support to $6 million by 2017 and broadened its mandate to include relationships across many demographics. But questions about how best to deploy their funding loomed, as well as divergent views on the pace of growth the organization should target. One Love also needed to develop better metrics by which to measure its success. This case explores Hood's plan of action as she aims to bring One Love to greater scale.

    Keywords: leadership; social enterprise; start-up; "leading a foundation"; strategy; Social Enterprise; Business Startups; Growth and Development Strategy; Leadership;

    Citation:

    DeLong, Thomas, and Kerry Herman. "One Life; One Love (A)." Harvard Business School Case 418-005, November 2017.  View Details
    CiteView DetailsEducators Related
  • Supplement | HBS Case Collection | November 2017

    One Life; One Love (B)

    Thomas DeLong and Kerry Herman

    Supplement to (A) case. Katie Hood, CEO of the One Love Foundation (One Love), a group dedicated to the prevention of relationship violence, had grown the organization's base of funding support to $6 million by 2017 and broadened its mandate to include relationships across many demographics. But questions about how best to deploy their funding loomed, as well as divergent views on the pace of growth the organization should target. One Love also needed to develop better metrics by which to measure its success. This case explores Hood's plan of action as she aims to bring One Love to greater scale.

    Keywords: Leadership; Strategy; Social Enterprise; Growth and Development Strategy; United States;

    Citation:

    DeLong, Thomas, and Kerry Herman. "One Life; One Love (B)." Harvard Business School Supplement 418-016, November 2017.  View Details
    CiteView Details Related
  • Case | HBS Case Collection | July 2010 (Revised June 2016)

    Erik Peterson at Biometra (A)

    John J. Gabarro, Thomas DeLong and Jevan Soo

    Describes the problems facing a recent MBA graduate in his job as general manager of a medical device company owned by a parent corporation. Raises issues of corporate divisional relationships and the difficulties facing an inexperienced manager who seems to be receiving little support. A redisguised and updated version of earlier case 494-005, reflecting the challenges of managing in innovation/R&D-driven industries and across multiple international sites.

    Keywords: Business Subsidiaries; Leadership; Managerial Roles; Product Launch; Organizational Structure; Problems and Challenges; Medical Devices and Supplies Industry;

    Citation:

    Gabarro, John J., Thomas DeLong, and Jevan Soo. "Erik Peterson at Biometra (A)." Harvard Business School Case 411-031, July 2010. (Revised June 2016.)  View Details
    CiteView DetailsEducatorsPurchase Related
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