Seeking excellence at work isn’t about reaching a definitive state, but rather adopting a continuous attitude of improvement. It’s a form of self-demand that is rarely celebrated, not always visible, but that makes a profound difference between those who practice their profession with commitment and those who simply occupy a role.
This approach involves living with a constant question:
Could I have done it a little better?
Discomfort as the Driver of Excellence
Perhaps a deeper analysis, a proposal with more impact, a more critical review before submitting. That restless yet fertile doubt is the engine that drives truly committed professionals. A commitment that goes far beyond the organization: it’s with oneself.
And it’s rarely comfortable.
It means revisiting closed documents, asking uncomfortable questions, seeking feedback that isn’t always easy to hear, and accepting that “correct” might not be enough. Excellence doesn’t seek immediate recognition. It requires patience, emotional resilience, and a clear dedication to detail.
Excellence vs. Conformity
Correct, functional, prudent people. They meet expectations but rarely transform. They don’t make major mistakes, but they also don’t drive improvements. They are observers of change, not its drivers. And when someone around them starts to push for a higher standard, they subtly activate their defense mechanisms, without confrontation:
“Why complicate things? This is good enough. No need to go further.”
This quiet immobility halts entire teams without raising a voice; we could call it “conformity,” the exact opposite of the “pursuit of excellence.” But, as with everything in life, there are many shades between these two extremes.
“Betting on excellence is not a strategic decision, nor even a tactical one. It’s a true ‘raison d’être.’”
It involves accepting a certain level of permanent discomfort. It means being the first to demand more, even when no one expects it.
And yes, that wears you down. But it also builds you up. Because the true professional doesn’t settle for correctness when they know they can deliver impact.
Excellence Is Not on LinkedIn
This persistent pursuit of excellence shows up in the unseen:
- In the preparation before a meeting.
- In the draft no one asked for but that anticipates a key scenario.
- In the quiet review before sending.
- In the discernment with which one decides what their work represents (and what it doesn’t).
And, paradoxically, when the result is excellent, it often appears simple. As if it didn’t require effort. Often, the only sign that you’re on the right track is that final comment:
“It’s really good, but…”
That “but” isn’t a critique. It’s a sign that there’s still room for improvement. And that we’re still seeking it.
The Dissonance of Frauds
And then there are those who claim to pursue excellence but don’t truly embody it. The ones who repeat the word in their speeches, write it into their corporate values, or slip it into their professional profiles—only for their actions to contradict every letter.
I’ve met a few, and sometimes their contradictions unravel with little effort. You ask them if they strive for excellence, and they answer without hesitation, “Of course!” And from that point on, the process of exposing those inconsistencies begins. A process that, more often than not, doesn’t require much force…
These are, plainly put, frauds. Not because they make mistakes—we all do—but because there is a clear dissonance between what they say and what they actually do. Their words go one way, their actions another. And that inconsistency, beyond eroding their credibility, raises expectations they are likely not equipped to uphold.
“If pursuing excellence is not in your DNA, it’s better not to mention it. Instead, choose a quality that truly defines you more accurately, because when you claim to pursue excellence, sooner or later, someone will hold you to it.”
… And they will start scrutinizing your work, expecting more, demanding more. And that’s when it becomes clear whether your claim was a sincere aspiration or just an empty label.
Pursuing Excellence Has a Cost
It’s not always visible, and not everyone values it. Some even prefer to take refuge in the comfort of correctness rather than face the vertigo of excellence. But it’s precisely that discontentment— that constructive dissatisfaction—that keeps the best at their level. Because those who want to perform at their peak know that excellence isn’t a result: it’s a constant attitude.
Just like in sports: if we train soft, we’ll play soft in the game. But if we train hard, we’ll play hard.
And in the professional world, the game is our day-to-day: meetings, deliverables, decisions, presentations. The training is the discipline we impose on ourselves when we review once more, ask for feedback even if it’s uncomfortable, or seek that extra layer of quality even when no one asks for it.
