Two Problems With Team Standards
“I met the standards. What is the problem?” There are likely two problems here. Problem #1 is the attitude. Problem #2 is the standards themselves.
I have either caused or witnessed both of these problems. Some people believe the first problem is with the follower and the second problem is with the leader. This is a fallacy.
How High Is The Hoop?
Since a leader is always accountable for the performance and attitude of the individuals on his team, the reality is both problems are my problems.
Problem #1: Attitude
Too many people see standards as the level they need to aspire to reach. But, standards are the minimum not the ultimate goal.
No leader wants a team full of people who aspire to reach the minimum. Unfortunately, some people believe life is about meeting the minimum expectations of others.
Each time I see one of these people, I am amazed that someone hired them. I am also amazed that someone hasn’t fired them.
That is where the leader is accountable. Hiring, coaching and firing are a huge part of my job as a leader.
- I must hire people with the right attitudes about standards.
- I must coach those I inherit if they believe the standards are the highest hurdle they need to clear.
- Finally, I must fire those people who refuse to change their attitudes about my team’s standards.
Each individual is accountable for his own attitudes. As the leader, I am accountable for who I bring on my team, how I coach them, and how long they are allowed to stay.
I am sure there are employment opportunities for someone whose #1 goal is to achieve the minimum. They just aren’t with my team, and they shouldn’t be with yours.
Problem #2: The Standards
It is sad, but true. Many leaders set standards that are too low. That leader leads a mediocre team because the leader has low standards.
My children began playing basketball on a 7 foot goal. Each year, the hoop was raised until they were playing on the identical goal as Lebron James and Kobe Bryant do.
If I never raised the goal any higher than 7 feet, would I be surprised they couldn’t compete?
I am not claiming my kids will make it in professional basketball. Sooner or later, their natural limitations will determine how far they go in basketball.
But, if I am the one who creates artificial limitations by keeping the goal lower, then I am determining their success, not them.
As a leader, setting standards is not an arbitrary action. I need to understand what level of performance will allow my people to play at the same level as our best competition.
I can start with lower goals for the inexperienced person. But, as someone gains confidence and experience, it is my job as the coach to raise the goal and get them playing on the same court as the big boys.
The Bottom Line:
A leader hires, coaches and fires the people who must meet the leader’s standards. As a leader, I am accountable for the attitudes of the people on my team.
If the minimum is good enough in the eyes of my team, then I need to find people who are never satisfied with the minimum.
A leader also sets the standards, raises the standards, and enforces the standards. In my experience, most people tend to rise to whatever level the leader expects.
Lebron and Kobe could dominate on a 7 foot goal. But if they never played on a 10 foot goal, they would have never reached their potential.
A leader with high standards and a team of motivated individuals will have a high performing team. It is up to the leader to insure both things happen. A leader sets the standards, raises the standards, and enforces the standards.
Question:
What standards have you set for yourself? Are they high enough?
Dave — Great post. In my experience many leaders avoid setting and enforcing high standards for fear of being seen at “hard nosed”.
They allow too much wiggle room and accept excuses for lack of performance.
A leader’s job is not to win a popularity contest but rather to uphold the high standards of the organization and its values.
That does not require being “hard nosed” but rather focused attention to results and attitudes.
Mistakes (including operating below standard) are opportunities for learning. Repetitive mistakes of the same kind are opportunities for firing. Knowing the difference is key for any leader.
I always say once can be a mistake. Twice is a coaching opportunity. Three times is a pattern to be broken or to be fired.
Patterns develop because of a) poor coaching, b) an inability to change or c) an unwillingness to change. If it is b or c, then they need to be in another job.