High standards: applying them the right way

High standards: applying them the right way

Most leaders have high standards. It is why they’ve progressed so far in their careers. For many, it’s just how they are hardwired.

Despite this wiring, most are aware of the risks of putting too many expectations on individuals and teams, and even themselves. It’s a balancing act – keeping the advantages of meeting high standards without tipping the magic too far and losing engagement – and wins, particularly when they and their team members are running on empty.

Having high standards for ourselves and others can lead to better performance. But it doesn’t work in all cases. For high standards to work, a couple of factors must be in place:

• The goals must be specific. It’s difficult to meet high standards when the goals are general or undefined. So, be specific in what you want to achieve.
• The goals must be achievable. There’s a big difference between high standards and unrealistic standards. And in many cases, it’s not related to the standard or goal itself, but to ensuring the proper resources are in place. If people don’t have the support they need to achieve goals (people resources, proper timelines, feedback loops), their chances of achieving it diminish.

If fact, when these factors aren’t in place, the high standards may not only not lead to better performance, they may be demoralizing both for employees and teams.

How high standards can lead to mistakes

In cases where proper supports aren’t in place, employee time and energy get stretched. They begin to “run on empty” and mistakes get made.

In those situations, ambitious leaders who promote high standards too often single out individuals as incapable. In most cases, they are not. They are good employees who lacked the supports to meet the goals.

A more effective approach is to manage the root causes of the situation (such as the lack of resources, time, or feedback) than to label one or more people as incapable.

I once worked with a talented professional who had made a mistake. It turned out to be a significant professional error with major implications. Many parties became involved in the situation itself, including his own regulatory body, and several steps were taken to manage the situation, and the next steps for him.

As a professional, the individual already felt incredibly terrible about his mistake. He felt shame, anxiety and had a depressed mood. He worried about the massive impact on his professional reputation.

One of his leaders was also very worried – and shared his ‘non-managed’ reaction. This added to the individual’s distress. Luckily, another more senior leader connected with the individual and expressed his support, acknowledging that mistakes can happen.

Focus on the situation, not the individual

The reality is that mistakes will happen – especially when we are stretched. And the way we handle mistakes is part of the opportunity to both retain organizational talent and contribute to a healthy workplace culture.

It is important for managers and leaders to self-regulate their own reaction (which may include strong frustration and worry) and remain focused on the situation.

By focusing on the overall context, we can ensure that everyone involved in the situation – including the individual who made the mistake – is part of the solution. This move to a more collective responsibility can help leaders uphold their high standards, achieve their goals, and limit mistakes in the future.

 

Marie-Helene Pelletier, PhD, MBA, is a workplace mental health strategist, registered psychologist and professional speaker who teaches at the University of British Columbia Sauder School of Business.