Last year, after decades of leading organizations, including my recent tenure as CEO of Business Publications Corporation, I stepped away from the role and into a very different chapter of my life. For the first time in my career, I was not stepping into a larger mandate or a new strategic plan. I was stepping into something far less defined with one central intention: rebalance. I imagined a life where the work I love such as teaching, advising, coaching and writing could live alongside the parts of myself I had long postponed; I hoped for more time for my art and poetry, more travel and time with my newly retired husband, friends and family, and more moments of reflection and creativity that had often been put on the back burner with the demands of full-time leadership.

Of course, decades of habit do not disappear simply because the calendar changes. Not surprisingly, I entered this new phase with the same intensity that had helped me lead numerous organizations through crises and growth. I took on teaching 46 Iowa State University MBA students leadership, learning a new learning management system. I launched an advisory firm, dived into a fundraising project for a mission I cared deeply about and published more articles than before. Before long, my days looked strikingly similar to the ones I had hoped to rebalance.

At first, I beat myself up. Was I failing at my plan? Over time, however, instead of viewing all these activities as a misstep, I began to see it as part of the journey. I was still myself, after all – curious, interested, wanting to make a difference. But how to do this in a new way? There was uncertainty, of course, but also excitement. I felt myself growing, testing boundaries and rediscovering parts of my purpose in real time.

The real shift happened when I stopped judging myself for not having everything figured out. I remembered the advice I had given countless teams through the years: Do not wait for perfection or complete information before taking action. Now it was my turn to practice that philosophy. Progress over perfection became my mantra.

The research for embracing progress over perfection strongly supports this mindset. Harvard Business Publishing’s global report on “Leadership Reframed for the Workplace of the Future,” identifies the characteristics like resilience, agility and leading through uncertainty and change as essential capabilities for leaders at all levels. According to the report, these skills are closely linked to positive morale and sustained performance, especially in times of evolution and ambiguity. The report also highlights the importance of leading authentically and the superpowers of empathy, curiosity and self awareness. These traits help leaders create environments where learning and adaptation are not only possible but expected. My own transition became proof that authenticity and curiosity matter just as much when leading oneself through personal reinvention as they do for organizational success.

Research on perfectionism echoes this lesson. In “Overcoming Perfectionism: Embracing Progress Over Perfection,” for Boston University Questrom School of Business, Dee Polat and David Fisher note that perfectionism often masquerades as ambition but can actually hinder creativity and delay progress. They emphasize that overcoming it is not about lowering standards but about shifting to a mindset that prioritizes growth and learning. Alice Boyes explains in the Harvard Business Review article “Don’t Let Perfection Be the Enemy of Productivity” that perfectionists often feel morally obligated to overdeliver, which drains energy from what truly matters and undermines long term effectiveness.

By embracing a progress mindset, I developed clearer criteria for saying yes and a new ability to say no with less inner conflict. In addition to pointing to several big trips or my summer Artist in Residence as progress, I also began celebrating quiet wins such as helping a student find clarity or carving out an afternoon to work on creative writing. These small moments reminded me that growth often happens gradually and that meaning is not always found in sweeping achievements.

Author Karen Casey captures this beautifully in her recent Forbes article, “Progress Over Perfection’: A Mantra For HR And Leadership.” She writes that while progress can be made, perfection will never arrive. Just by moving forward, we can make a positive impact along the way. This first year after transitioning from my full-time corporate CEO role was not perfect and was never meant to be. It was a year of discovery and renewal and it has taught me that continuing to learn and grow is what truly defines a fulfilling life. I can’t wait to see what 2026 brings.

To better understand how others balance progress and perfection, I reached out to leaders and asked them which resilience or learning moment from this year they were most proud of, and how it will shape their approach to challenges in the year ahead.

Emily Abbas, EVP, chief consumer banking and marketing officer, Bankers Trust

Many Business Record readers are probably a lot like me — Type A, driven and wired to keep pushing. That’s why my biggest resilience moment this year came from choosing to slow down a bit. Pausing can feel counterintuitive, even uncomfortable, for those of us with a need for speed. But that strategic pause helped me recognize something many leaders experience: Progress isn’t about constant motion; it’s about intentional direction. That shift allowed me to view challenges more clearly and lead at a pace that delivered better and more collaborative results. It also reminded me how important it is to give our well-being the same intentionality we bring to our work — because resilience is harder to sustain when we’re depleted. In the year ahead, I’m committed to creating more room for reflection, conversation and exploration and I know many leaders are striving for the same. It’s remarkable how much momentum returns when we allow ourselves the time to recharge.

Jonathan Brendemuehl, director, Broadlawns Medical Center Foundation

This year brought a new role in a new industry. The transition was a reminder of how energizing daily learning can be. Stepping out of familiar routines forces focus on fundamentals. Sometimes the most elegant solutions are the simple ones. It is the generosity of my colleagues, whose passion for serving our community is unmistakable, that made my transition and recalibration a positive one. They share their expertise freely and model what it means to serve with purpose. Their example built new habits in me: staying curious, listening closely and embracing direct, sometimes simple solutions. It’s easy to lose sight of the fundamentals when we are chasing the next trend or trying to outmaneuver our own work from the year prior. Excellence often starts with revisiting the basics and getting those right.

Laura Sweet, chief advancement officer, United Way of Central Iowa

This year’s most meaningful learning moment has been stepping into the role of chief advancement officer at United Way of Central Iowa. It reinforced for me that resilience begins with listening, truly understanding the challenges our community faces and the aspirations of those who want to help. Having called Des Moines home for more than 12 years, I’ve learned the power of authentic connections and the courage it takes to move beyond comfort zones for the greater good. That insight will guide my approach next year: to cultivate relationships and resources with intentionality, ensuring every partnership drives measurable impact. United Way’s strategic imperative — to unite the community so all can thrive — reminds me that progress happens when we align personal passions with collective purpose. My focus will be on creating those catalytic moments where generosity meets strategy, and together, we make a difference that lasts.

Maria Volante, president and certified Birkman consultant, Volante Consulting

When I started my own business several years ago my sister gave me a bag of brightly colored glass beads and an empty jar. When you own your own business, the beginning can feel very overwhelming and my all-knowing sister knew I would set my eyes to perfection over progress. Her instructions to me were to place one bead into the empty jar for every little accomplishment. Tax ID secured — bead. Computer bought — bead. First invoice sent — bead. After several months, the empty jar was over halfway full. It was that simple, tactile act of moving the bead for every small accomplishment that brought positive energy. Each year I empty the jar and start over on January 1. I’m proud that I can continually celebrate small wins and work to continue that outlook. Progress over perfection at its finest!

Chris Wood, partnerships and strategic alliances advisor, Great Place To Work

My most meaningful resilience moment this year came from realizing that friction is often the gateway to growth. Early partnership testing did not always unfold as I envisioned, but instead of viewing those moments as failure, I chose to meet them with curiosity. This approach allows unexpected outcomes to become learning opportunities that spark clarity, creativity and forward evolution. As we look ahead to 2026, I will continue to use curiosity as a primary leadership practice. It keeps me open to new approaches, grounded in purpose, and willing to learn in real time. Resilience for me now means embracing a growth mindset with humility and encouraging stakeholders to explore, question and experiment. When leaders model curiosity and iteration, they create cultures of innovation where people feel empowered and inspired to continuously improve.