Perfectionism at Work: When High Standards Become Hard Standards

Ellice Whyte MSc MBPsS CPBP

Bio

Business Psychologist | Leadership & Neurodiversity Specialist

Ellice is a Business Psychologist who helps people and organisations perform at their best, lead with compassion, and thrive at work. As the founder and Director of Mindset, she has worked internationally across sectors, delivering leadership and management development, organisational consultancy, and specialist coaching that’s inclusive, engaging, and grounded in psychology.

She has designed and delivered training programmes that have gone on to win industry awards, including a wellbeing train-the-trainer programme for Coca-Cola that has run globally for over five years, reaching more than 1,300 employees across 17 countries in Europe and the Pacific. In 2024, this programme won an Inside Out Award, recognising outstanding workplace mental health initiatives.

Known for her personable style and ability to make psychology accessible, Ellice blends credibility with warmth, creating psychologically safe environments where people feel valued, understood, and empowered to perform at their best.

Blog

What Is Perfectionism?

Perfectionism is often misunderstood. We tend to associate it with diligence, ambition, or strong attention to detail, qualities that are usually valued in the workplace. But from a psychological perspective, perfectionism isn’t simply about having high standards. It’s about how we relate to those standards and what happens when we fall short.

Psychologists typically define perfectionism as a combination of exceedingly high standards and harsh self-critical evaluation (Frost et al., 1990). It’s not one single trait but a multidimensional pattern of thoughts, emotions, and behaviours that can either fuel achievement or deplete wellbeing, depending on its intensity and context.

The Three Faces of Perfectionism

Research across decades identifies three primary dimensions of perfectionism, most commonly measured by the work of Hewitt and Flett (1991) and Frost et al. (1990):

1. Perfectionistic Strivings – self-imposed high personal standards and a drive to excel.

2. Perfectionistic Concerns – self-criticism, fear of mistakes, and worry about others’ expectations.

3. Other-Oriented Perfectionism – holding unrealistically high expectations of others.

How Perfectionism Shows Up at Work

Perfectionism can be subtle. In occupational settings, it often hides behind “good” behaviours that, at first glance, look like commitment or professionalism.

Common patterns include:

•        Overworking 

•        Overchecking 

•        Avoidance 

•        Micromanagement 

•        Self-doubt

•        Fear of mistakes 

The Hidden Costs: Stress and Burnout

Perfectionistic concerns are strongly associated with burnout symptoms such as emotional exhaustion and cynicism (Hill & Curran, 2016). Longitudinal studies (Childs & Stoeber, 2012) also show that feeling others expect flawlessness predicts increased role stress over time.

Individual Strategies: From Self-Criticism to Self-Compassion

•        Notice patterns 

•        Reframe mistakes 

•        Set “fit-for-purpose” standards 

•        Define clear endpoints 

•        Prioritise recovery 

Organisational Responsibility: From Pressure to Purpose

•        Redefine success 

•        Model imperfection 

•        Build psychological safety 

•        Balance demands with resources 

•        Spot early warning signs 

Perfectionism isn’t about wanting to be perfect, it’s about wanting to be safe, valued, and competent. Recognising its different faces is the first step toward supporting people to thrive rather than strive.

References

Bellam, S. & Curran, T. (2025). Perfectionism and work performance: A meta-analysis. Journal of Occupational and Organisational Psychology. https://bpspsychub.onlinelibrary.wiley.com/doi/10.1111/joop.70050

Childs, J. H., & Stoeber, J. (2012). Do you want me to be perfect? Two longitudinal studies on socially prescribed perfectionism, stress, and burnout. Personality and Individual Differences, 52(8), 887–892.

Clark, M. A., Lelchook, A. M., & Taylor, M. L. (2010). Beyond the Big Five: How narcissism, perfectionism, and dispositional affect relate to workaholism. Personality and Individual Differences, 48(7), 786–791.

Frost, R. O., Marten, P., Lahart, C., & Rosenblate, R. (1990). The dimensions of perfectionism. Cognitive Therapy and Research, 14(5), 449–468.

Gillet, N., Morin, A. J. S., Cougot, B., & Gagné, M. (2017). Workaholism profiles: Associations with determinants and outcomes. Journal of Occupational and Organizational Psychology, 90(4), 559–586.

Hewitt, P. L., & Flett, G. L. (1991). Perfectionism in the self and social contexts: Conceptualization, assessment, and association with psychopathology. Journal of Personality and Social Psychology, 60(3), 456–470.

Hill, A. P., & Curran, T. (2016). Multidimensional perfectionism and burnout: A meta-analysis. Perspectives on Psychological Science, 11(2), 284–300.

Neff, K. D. (2003). Self-compassion: An alternative conceptualisation of a healthy attitude toward oneself. Journal of Personality and Social Psychology, 85(1), 87–104.

Stoeber, J., Davis, C. R., & Townley, J. (2013). Perfectionism and workaholism in employees: The role of work motivation. Personality and Individual Differences, 55(7), 733–738.

PBI Take

We see perfectionism less as an individual flaw and more as a contextual signal. High standards can energise growth, but without clarity and psychological safety, they shift into self-protection. When expectations are unclear and mistakes feel risky, perfectionism fills the gap. Sustainable performance comes from cultures where learning is visible, imperfection is modelled, and people don’t have to be flawless to feel valued or capable.