Good Enough for Government Work
“That's good enough for government work.”
I’m sure I’ve said it once or twice in my life—but I’ve never liked the phrase. It implies two things I’m not comfortable with:
That government work is inherently low-quality.
That low-quality work is sometimes acceptable.
Neither of those sit well with me. Yes, there are cases of inefficiency in government, but the same can be said for the private sector. And while there may be rare occasions when “good enough” really is good enough, something in me recoils at the idea of settling. I’m wired for excellence—and I believe most people are, too.
I spent 24 years in the federal government before retiring to launch M2 Leadership full-time. I began as an entry-level employee at the Social Security Administration and worked my way into management. Before that, I’d spent nine years in a commercial bakery and five in construction, working my way up in both. That perspective taught me something: government leadership is a different animal altogether.
Why Government Feels Different
Some of the differences are practical. Government isn't profit-driven—it’s purpose-driven. The goal isn’t to beat the competition; it’s to serve everyone. That means one-size-fits-all systems, lots of oversight, and a decision-making process that’s more committee than command.
And yes, the red tape is real.
Policies, procedures, compliance requirements, and competing stakeholders make even small changes feel like turning a cargo ship. It's no wonder the pace of improvement is slow. But here’s the truth I learned over two decades inside the system:
It’s still possible to lead well in government.
You just have to challenge the beliefs that say you can’t.
Take the common refrain: “You can’t fire bad employees in government.” It’s not entirely untrue—there are plenty of hoops to jump through. But it’s far from impossible. The bigger issue is this:
Managers don’t act because they don’t believe it will work.
And that’s a belief worth examining.
The Brain Science Behind Organizational Ruts
The brain is incredible, but sometimes it works against us.
It builds beliefs based on experience, feedback, and repeated exposure. These beliefs form neural pathways—essentially well-worn trails our brains follow automatically. That’s efficient. It saves energy. But it doesn’t discriminate between helpful and harmful beliefs. Once a belief is formed, our brain defends it like a stubborn bouncer outside a bad nightclub.
Michelle explained this beautifully in a recent post on neuroplasticity:
“Our actions, words, and thoughts shape these neural pathways. The longer we live, the more deeply ingrained these pathways become…
These ruts represent the familiar ways you've always handled and processed information. They feel ‘safe’ because they are known and comfortable.
However, these ruts aren't always beneficial.
Even small changes can create new pathways and enhance our neural plasticity. This offers us more autonomy and allows us to forge new paths instead of being confined to the familiar ruts.”
We talk about bad habits in our personal lives all the time—doom scrolling, procrastination, stress-eating. But organizations develop bad habits, too. They just wear different labels.
“We can’t fire anyone here.”
“That’s just how we’ve always done it.”
“No one will ever approve that.”
“It’s not worth the fight.”
Sound familiar? Those aren’t facts. They’re ruts.
How Leaders Break Out
Whether you’re challenging a belief in yourself or your workplace, the process is the same. Here’s a simple four-step framework to help you begin:
1. Recognize the Rut
Pay attention to what “everybody knows.” Those casually accepted statements often reveal limiting beliefs that have gone unchallenged. What false assumptions are driving your team’s behavior?
2. Pause the Pattern
Every time that belief resurfaces, flag it. Call it out. Don’t let it slide just because it’s common. Ask, “Is that really true—or just something we’ve repeated long enough to believe?”
3. Scrap the Status Quo
Change requires change. Start a one-person crusade. Invite influencers to question the belief with you. Show people what’s possible when they step outside the rut.
4. Build Back Better
Once you’ve disrupted the old belief, replace it with a new one. Reinforce it regularly. Culture change takes time, but repetition creates momentum—and momentum builds belief.
Final Thoughts
Just like individuals, organizations can fall into patterns that limit potential. But belief ruts aren’t permanent. The brain can change. So can a workplace culture.
You don’t need a revolution—just a refusal to stay stuck.
And that’s more than “good enough.” That’s leadership.
