Drive for perfectionism ‘is leading to burnout’

Nick Elvin

Perfectionist tendencies in employees are driving many to burnout, according to a new study from York St John University and the University of Bath.

Through a detailed review of research, those compiling the study found that perfectionism is closely associated with burnout – a syndrome associated with chronic stress that manifests as extreme fatigue, perceived reduced accomplishment and eventual detachment.

The researchers found this relationship is particularly strong in employment settings – something they suggest is increasingly driven by a prevailing performance-outcomes focus in the modern workplace. In such an environment, where poor performance carries significant costs, perfectionist tendencies are often exacerbated, which not only leads to increased stress for individuals but also fact poorer performance and a lack of innovation for organisations.

York St John University’s Dr Andrew Hill, who was lead author of the review and whose work focusses on the effects of perfectionism in achievement contexts, said: “Too often people confuse perfectionism with more desirable features such as being conscientious. Rather than being more productive, perfectionists are likely to find the workplace quite difficult and stressful.

“Our research suggests that if perfectionists are unable to cope with demands and uncertainty in the workplace, they will experience a range of emotional difficulties.”

The report’s authors point to certain companies, including Google, who have in recent years established bold initiatives to counter perfectionism and drive up quality by rewarding staff for failure. Such methods, as well as a greater focus on balanced working lives, depressurised working environments and a greater acceptance of failure could all go a long way to mitigating the negative effects associated with perfectionism, the authors suggest.

Co-author of the research, Dr Thomas Curran, a lecturer in sport psychology at the University of Bath, added: “As a society we tend to hold perfectionism as a sign of virtue or high-achievement. Yet our findings show that perfectionism is a largely destructive trait.

“We suggest its effects can be managed and organisations must be clear that perfection is not a criteria of success. Instead, diligence, flexibility and perseverance are far better qualities.”