Kim’s Message: Is This the Best You Can Do?

A Leadership Lesson from Henry Kissinger

I love to give people praise for good work. However, I recently heard that one of the most powerful things a leader can do isn’t to offer immediate praise or give constructive criticism—instead, it’s asking the right question. I have learned that one question, made famous by former U.S. Secretary of State Henry Kissinger, has quietly shaped the way many high-performing teams think about standards and accountability, and that question is: Is this the best you can do?

This simple phrase carries a lot of weight. It’s a challenge and also an invitation to reflect, to go deeper, and to take ownership of your work. The story behind it is one worth sharing, not just for its humor, but for what it reveals about the pursuit of excellence in any field.

The Story

As the story goes, Kissinger once asked one of his top speechwriters to draft a speech on foreign policy. The writer worked hard on it, submitted the draft, and waited. Instead of feedback, Kissinger returned the document with a single question: "Is this the best you can do?" Taken aback, the writer revised the speech, improving structure and tightening arguments. He handed it back with more confidence. Kissinger responded again: "Is this the best you can do?" This exchange repeated itself several times. Each time, the writer dug deeper, refined further, and questioned his assumptions. Finally, after several iterations, the exasperated speechwriter submitted the revised draft with a note: "Yes, this is the best I can do." To which Kissinger famously replied: “Good. Then I’ll read it now.”

The Lesson: Excellence Is a Mindset

Kissinger’s approach wasn’t about playing mind games or demanding perfection for perfection’s sake. He was doing something that great leaders often do: encouraging personal ownership and excellence without micromanaging. His question prompted the writer to become their own harshest editor—to not just meet expectations, but to exceed them voluntarily. By pausing and reflecting on whether the work truly represented their best effort, the writer grew—and so did the work.

When we ask ourselves or our team members, “Is this the best you can do?” it forces us to pause and reflect:

• Did I approach this with full effort?
• Did I settle for acceptable instead of striving for exceptional?
• Am I proud of what I’m submitting?

In a world that moves fast and often rewards speed over substance, Kissinger’s question is a bold invitation for all of us to slow down and think deeply. This has been a helpful lesson for me in my work, and now I want to apply it as a leader.

Why This Matters for Today’s Leaders

In a world that moves quickly, it’s easy to prioritize speed over depth, or completeness over thoughtfulness. But leadership isn’t just about getting things done—it’s about coaching others to grow and develop. Kissinger’s story reminds us of three essential truths:

• Excellence is a habit. It doesn’t happen by accident; it must be cultivated and reinforced through culture and expectation.
• Feedback isn’t always a red pen. Sometimes, a single question does more to unlock potential than a thousand notes.
• The best work comes from within. When people push themselves to a higher standard—not because they’re told to, but because they believe in the work—the results speak for themselves.

You don’t need to be a diplomat to make use of this principle. Try using it on yourself as well as incorporating it into your team culture:

1. Before giving feedback, ask: “Do you feel this is your best work?”
2. Let people reflect before rushing to revision—it encourages personal pride and deeper thinking.
3. Build a culture where striving for better isn’t about pressure, but about shared pride in the work.

Final Thought

Kissinger’s question is simple. Yet behind it lies a profound leadership philosophy: people often have more to give—if you trust them to find it. As leaders, we have a responsibility to help others rise to their highest potential. So next time you’re reviewing a draft, listening to a pitch, or evaluating a proposal, consider asking: “Is this the best you can do?” And then wait. Excellence begins with that pause.