The Power of "Good Enough": Why Retail Leaders Should Embrace Imperfection

In retail, we are used to things changing quickly. Often, one day can feel miles away from the previous. The pursuit of perfection can seem like an unattainable goal. Store layouts are frequently changing, customer shopping patterns shift, and it can feel like the to-do list is never ending. That pursuit of perfection is typically the barrier to getting anything done because it is easy to be paralyzed by the attempt and knowing that you cannot get there. Now, imagine if ‘good enough’ were truly good enough in most situations. How would that change your perspective?

The Paralysis of Perfection

The desire for perfection can freeze you in your steps, especially in the dynamic landscape of retail. Retail leaders often find themselves stuck in a cycle of analysis paralysis, hesitant to make decisions until every detail is meticulously planned and perfected. The idea of doing something, spending time on it, and knowing it will get change again in a matter of days can feel overwhelming. It is even frustrating. The goal posts keep moving. However, this approach can lead to missed opportunities and stagnation, as competitors move forward with innovative ideas and initiatives. Change, even frequent, seemingly unnecessary adjustments can result in significant steps forward.

The 75% Rule

Let’s face it, perfection is a fool’s errand. It is not possible in retail, or any other domain. It is a nice dream, and can absolutely be a driver for excellence, but understand it is not a destination. Enter the 75% rule — the idea that achieving 75% is often sufficient for launching new initiatives or making improvements. This concept acknowledges that perfection is not always attainable and that reaching a threshold of "good enough" allows for quicker implementation and iteration. By aiming for 75% perfection, leaders can overcome the paralysis of perfection and drive progress within their organizations.

Embracing Iterative Improvement

The core of the 75% rule is the concept of ongoing improvement. Instead of waiting for the perfect solution, retail leaders can work on making incremental changes and adjustments over time. This approach enables organizations to adapt to changing market conditions more effectively and stay ahead of the competition. Companies like Amazon and Google have embraced iterative development, releasing products and services that are continuously refined based on user feedback and data insights. Capturing current trends from customers requires quick changes and a level of agility that maybe wasn’t necessary a decade ago. The pace of change is more rapid than ever. I am not advocating change for the sake of change, but searching for new ideas and iterations, even small ones, can be the tipping point between sales growth and stagnation, or worse, decline.

Guarding Against Mediocrity

Of course, there's a fine line between accepting imperfection and settling for mediocrity. Retail leaders must establish clear expectations and boundaries to prevent the acceptance of subpar work or incomplete efforts. While embracing imperfection, it's essential to hold team members accountable for delivering results that meet or exceed the organization's standards. Set your expectations up front with your team so they understand the approach, and where ‘good enough’ applies. Not all activities in our retail environment afford themselves to the principles I am suggesting here. The difference between good enough in setting a merchandising display and completing compliance paperwork is vastly different.

Building a Culture of Acceptance

Fostering a culture of acceptance is key to embracing imperfection within a retail organization. This involves creating an environment where individuals feel empowered to take risks, share ideas, and learn from their mistakes. Strategies for building such a culture include providing feedback and accountability, empowering employees with responsibility, and celebrating progress and achievements. There is another note of caution that goes with this one as well. This is about accepting that some things will not be perfect. That moving quickly, innovation, and trying new things takes precedence over perfection. It does not, and cannot, imply that doing a poor job is acceptable, or that your standards are in any way compromised. Again, your discussion, coaching, and support of your expectations will define what this looks like in your store or district.

Examples of Store Manager Success

I cannot count how often I have heard peers in store manager roles, district, regional, or even corporate roles mention that they are testing something. “I just want to see how that works in my store.” That is the quote. That can be an excellent example of what is being discussed in this article. It depends on what that is. I would always recommend taking appropriate partnership when determining where you may apply your experimentation. As noted several times, perfection is never the destination, and good enough applies in many situations, but not all. As you test new things and approaches to your work, store activities, and even thought processes, you will find the right balance to set the pace. Leverage other examples of things your peers have done and look for opportunities to take a similar approach for your business.

Perfection may be an admirable goal to many, but it's not always practical or achievable, especially in the fast-paced world of retail. By embracing the concept of ‘good enough’ and focusing on continuous improvement, retail leaders can drive innovation, adapt to changing market conditions, and ultimately better serve their customers. So, the next time you find yourself striving for perfection, remember that sometimes, ‘good enough’ truly is good enough.

How will you apply the ‘good enough’ concept in your business?

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