Raising the Bar: The Hidden Dangers of Low Standards in Leadership
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Chapter 1: The Unseen Cost of Mediocrity
Imagine entering a meeting and feeling the weight of mediocrity in the air. Perhaps you’ve noticed deadlines being missed without any repercussions, or the once-innovative ideas of your team have devolved into monotonous routines.
It’s tempting to point fingers at external factors like the economy or political climate. However, what if the root of the problem is much closer to home? What if, inadvertently, you’ve been lowering the expectations?
The stark reality is that low standards infiltrate quietly. They don’t come with alarm bells or flashing lights; instead, they seep in through overlooked details and accepted justifications. Before long, they become the quiet destroyers of your team’s potential, morale, and productivity.
In this article, we will explore seven clear indicators that you may be unwittingly endorsing low standards and how you can reverse this trend.
Section 1.1: Sign #1: Tolerating Missed Deadlines
“Once is a mistake. Twice is a pattern. Three times is a norm.”
You might think that the occasional missed deadline is insignificant—after all, life can be unpredictable. However, when such occurrences become habitual and go unaddressed, you send a strong message: commitments are negotiable, and urgency is optional. This sets a perilous precedent.
A lack of enforcement regarding deadlines not only undermines project success but also diminishes the team's sense of accountability. As urgency wanes, performance declines, and the threshold for acceptable work continues to drop—often unnoticed.
In a high-achieving team, meeting deadlines is essential.
What You Should Do:
- Confront missed deadlines openly and discuss their implications for the team.
- Foster accountability by identifying underlying issues and eliminating obstacles.
- Emphasize that meeting deadlines is a reflection of the team's dedication to excellence.
Section 1.2: Sign #2: Accepting Mediocre Work
“Excellence is not a skill. It is an attitude.” — Ralph Marston
When overwhelmed with tasks, it can be tempting to overlook mediocre work. You might rationalize that addressing it is too time-consuming, telling yourself that “it’s sufficient for now” or “we’ll revise it later,” only to let it languish indefinitely.
Allowing mediocrity even once can trigger a harmful chain reaction.
By accepting substandard work, you signal to your team that mediocrity is acceptable. Over time, their standards will inevitably drop in alignment with your lowered expectations, resulting in diminished quality, halted innovation, and a tarnished reputation.
What You Should Do:
- Offer precise, constructive feedback on subpar work and guide improvements.
- Set unambiguous quality expectations and explain why high standards are imperative.
- Celebrate instances of high-quality work to reinforce the importance of striving for excellence.
Finance Made Sustainable: The High Cost of Low Standards (AudioBook) - This video explores the financial implications of maintaining low standards and how it affects overall performance and sustainability.
Section 1.3: Sign #3: Shying Away from Tough Conversations
“Difficult conversations are always easier than difficult silence.” — Unknown
Confronting challenging topics is rarely enjoyable. Whether addressing a consistently underperforming team member or providing tough feedback on a critical project, these discussions can be uncomfortable.
However, avoiding them can lead to even more significant issues.
Your team looks to you for guidance, and if they notice your reluctance to address problems, they may start to think it’s acceptable to ignore issues or tolerate mediocrity. Over time, this behavior can erode trust and respect, making you appear incapable of effective leadership.
What You Should Do:
- Tackle issues head-on as they arise.
- Approach these discussions with empathy and firmness to emphasize high standards.
- Provide constructive feedback and develop action plans to facilitate improvement.
The High Cost of Low Living - This video examines the broader implications of low living standards and the importance of striving for a higher quality of life and work.
Section 1.4: Sign #4: Lack of Clear Expectations
“The more clearly you define your expectations, the better the results you’ll achieve.” — Brian Tracy
Vague expectations are akin to navigating without a compass; you may stay on course temporarily, but eventually, you will veer off path.
Without clear, specific goals, your team is left to guess what success entails, creating confusion and frustration. Some may overreach, while others might do the minimum, believing they are meeting requirements.
What You Should Do:
- Clearly articulate your vision, goals, and the standards expected from each team member.
- Regularly revisit these expectations to ensure alignment and address any uncertainties.
- Utilize frameworks like OKR (Objectives and Key Results) or SMART goals to establish measurable expectations.
Section 1.5: Sign #5: Tolerating Negative Attitudes
“Negative people need drama like oxygen. Stay positive, and take their breath away.” — Unknown
Allowing negativity or toxic behavior to persist reflects low standards. If team members frequently complain or exhibit disrespect without intervention, you are implicitly condoning such behavior.
What You Should Do:
- Address negative behaviors promptly, emphasizing their impact on team dynamics.
- Set clear expectations for conduct and enforce them consistently.
- Lead by example, showcasing positivity and collaboration.
Section 1.6: Sign #6: Neglecting to Celebrate Achievements
“Celebrate what you want to see more of.” — Tom Peters
Failing to celebrate your team’s successes, large or small, means missing an essential chance to set high standards.
Recognition reinforces desired behaviors and motivates team members. When achievements go unacknowledged, individuals may feel undervalued and lower their efforts.
What You Should Do:
- Regularly recognize and celebrate achievements both publicly and privately.
- Be specific in your recognition, detailing what was done well and its significance.
- Foster a culture of appreciation where team members acknowledge each other’s contributions.
Section 1.7: Sign #7: Failing to Lead by Example
“A leader is one who knows the way, goes the way, and shows the way.” — John C. Maxwell
The clearest sign that you may be setting low standards is if you don’t hold yourself to the same expectations you set for your team.
If you demand punctuality but often arrive late, or ask for excellence while cutting corners yourself, you send a mixed message.
What You Should Do:
- Reflect on your actions to ensure they align with the standards you expect from your team.
- Be open about your personal goals and challenges, demonstrating a commitment to growth.
- Encourage your team to hold you accountable, fostering mutual respect and integrity.
Further Reading
Books:
- High Output Management by Andrew S. Grove
- The One Minute Manager Builds High Performing Teams by Ken Blanchard
- Good to Great: Why Some Companies Make the Leap… and Others Don’t by Jim Collins
- Extreme Ownership: How U.S. Navy SEALs Lead and Win by Jocko Willink and Leif Babin
- Leaders Eat Last: Why Some Teams Pull Together and Others Don’t by Simon Sinek
- Drive: The Surprising Truth About What Motivates Us by Daniel H. Pink
Articles:
- The 5 New Habits of the Most Effective Leaders, Backed by Considerable Science by Jeff Haden
- How to Raise the Bar on Employee Performance by Megan Doyla
- How To Encourage Your Staff To Raise The Bar Without Stressing Them Out by Forbes Coaches Council
TED Talks and Podcasts:
- Setting a Higher Standard: Everyone Benefits — Martin G. Moore
- What It Takes to Lead a High-Performing Team by Steve Jobs
- How Great Leaders Inspire Action by Simon Sinek
- The Power of Vulnerability by Brené Brown
- How to Create a High Performance Culture by Andrew Sillitoe
