Research suggests that perfectionism in the workplace can often have a negative impact on worker satisfaction and work-life balance. Writing for the Harvard Business Review, Anna Carmella Ocampo, Jun Gu, and Mariano Heyden detail three types of "perfectionistic personalities" commonly seen in the workplace and offer six strategies to help perfectionists "recalibrate their expectations."

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3 common types of 'perfectionistic personalities' in the workplace

According to the authors, perfectionism can manifest itself in different ways. "Managers must first identify the target of their perfectionistic standards," they write. "Reflecting on these questions is the first step to curb the negative effects of perfectionism."

To help managers better understand their perfectionism, the authors detail three common types of "perfectionistic personalities," including:

1. 'Self-oriented' perfectionists

Typically, individuals who fall into this category prioritize "being perfect and striving for absolute perfection," the authors write. They are often critical of themselves, especially when their performance does not meet their standards. In addition, they are likely to experience high levels of performance attainment, and be vulnerable to anxiety, rumination, and burnout.

2. Socially influenced perfectionists

Individuals in this category often believe that other people expect perfection from them. "They believe that respect and acceptance are conditional on their fulfillment of perfectionistic standards that their peers and superiors impose onto them," the authors write. Typically, this puts unnecessary pressure on these individuals, which can make them more prone to depression and physical illness.

3. 'Other-oriented' perfectionists

Among managers, the most common type of perfectionism occurs when they emphasize others' ability to achieve perfection. In these situations, manager might expect the highest level of performance and judge others harshly.

"As a result, managers with elevated other-oriented perfectionism sabotage their relationships and reputation in the workplace because of their tendency to incite fear and to display excessive anger and hostility especially when others fail to meet their performance expectations," the authors write.

6 strategies to help perfectionists think differently

To help perfectionists manage their perfectionism and "recalibrate their expectations," the authors offer six strategies, including:

1. Set 'the right goals'

One of the most helpful strategies perfectionists—and their colleagues—can implement is setting goals that are "attainable yet challenging," the authors write. "This can support employees' efficiency and sustain their motivation to succeed."

2. Realize and accept that failure is normal

"Managers should make a deliberate effort to recognize that failures and mistakes are ubiquitous aspects of the work process," the authors suggest. Accepting failure as a normal part of the work process often encourages managers "to grant their employees the flexibility to treat mistakes as learning opportunities," they add.

3. Develop mindfulness practices

According to the authors, perfectionistic managers who practice mindfulness may encourage "self-compassion by preventing the formation of self-critical and catastrophic thinking when their perfectionistic standards are threatened."

4. Give yourself positive feedback

Perfectionistic managers can give themselves pep talks to help "boost positive evaluations of the self and others, and also address perfectionists' irrational and nagging beliefs that a person's worth is tied to their accomplishments," the authors write.

5. Focus on developing strong relationships

According to the authors, "perfectionistic managers with access to social support from family and friends cope better in stressful situations because of the advice, esteem, and encouragement they receive."

6. Temper your emotions

Managers can avoid overreacting to emotionally charged situations by taking a step back and "reframing the situation using a more positive lens," the authors suggest.

"Intense competition and low tolerance for errors in modern workplaces have forced managers to set exceedingly demanding performance standards," the authors write.

"Although some may claim that combining high performance expectations with rigid patterns of evaluations may raise performance, the infatuation with perfection can derail engagement, relationships, and satisfaction with work and life," they add. "Ultimately, we tend to perform better at work—and can even be happier—when we are consistently 'good enough' instead of sporadically perfect." (Ocampo et al., Harvard Business Review, 7/7)