I once coached a new manager named E. Smart, thoughtful, the kind of person who took the role seriously without making a show of it. Shortly after getting promoted (his boss quit), suddenly he said to me:
“I have no idea what I’m doing, and I’m terrified everyone’s going to find out.”
But here’s the thing: The team liked him. Performance was solid. But the invisible weight of being “a leader”, immediately made him feel like he was failing at it.
Not because E. wasn’t showing up.
But because he believed that showing up wasn’t enough.
The Myth We’ve Been Sold
Real leaders are supposed to be exceptional.
That’s the story, right?
They inspire, strategize, coach, delegate, and drive culture. They model resilience, feedback, vision, executive presence, authenticity, and oh yes - please hit your KPIs and somehow be emotionally intelligent while doing it.
The problem isn’t the traits.
It’s the performance trap they create.
We end up thinking leadership is a flawless balancing act. Something you either have or fake until it breaks. So instead of making one useful move, we freeze. Overthink and spin. Or copy someone else’s “leadership style” and hope no one notices.
Good Enough Is… Actually Better
Most people don’t need an “inspiring leader.” They just need a manager who doesn’t make their day worse.
That’s it.
Someone who shows up, listens without posturing, makes a decision when no one else will, and admits when they screw up.
Consistency > Charisma.
Clarity > Confidence.
Usefulness > Optimization.
Good Enough Leadership isn’t lazy. It’s disciplined. It’s what happens when you drop the performance and start paying attention to what your team actually needs, and not what your inner critic thinks you should deliver.
Proof in the Quiet Wins
Back to E (new manager I coached).
We worked together for three months. Nothing dramatic - just small shifts that added up. Fewer polished scripts, more real conversations. Less trying to look like a manager, more acting like one. Saying “I don’t know” and leaving it at that.
His turning point wasn’t some grand breakthrough.
It was when one of E’s team members (the skeptical one) said this in a retro:
“I used to feel like we were always waiting around. Now I know what we’re doing. Thanks.”
That’s it. No fireworks. Just proof that “good enough” is often exactly what a team needs: someone real, not rehearsed.
What Good Enough Looks Like in Practice
These aren’t rules. Just a few anchors that help me stay steady.
Stop saying “my door is always open.” Schedule consistent check-ins, and show up like they matter.
Admit confusion before pretending you understand. It creates trust faster than complicated nonsense.
Stay calm on purpose. You can be uncertain, just don’t leak it everywhere. Calm is a choice. Panic spreads faster.
Apologize fast. Follow up slower. You’ll screw up. Own it early. Then let the follow-through speak for you.
Repeat yourself. No one remembers the first time anyway.
None of these are fancy, but they compound.
You’ll find your own, eventually.
Final thought
If the goal is being impressive, “good enough” sounds like settling.
But if the goal is leading human beings - who will be messy, tired, talented, and skeptical - then good enough is a gift.
It gives your team permission to breathe, try, and speak up. It lowers the temperature so real work can get done.
Forget the myth of the great leader. Be a useful one.
That’s more than enough.
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