#61 - Standards Matter!
14 May 25
Standards do matter!
They matter because they are the yardstick against which an organisation polices itself. They are also the benchmark against which an organisation measures itself in terms of consistency of output and level of acceptable behaviours.
If standards aren't maintained, or enforced then very quickly things start to unravel and what was previously unacceptable very quickly becomes the norm.
This is encapsulated within the following:
'The standard you walk past is the standard you accept!'
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#61 - Standards matter!
What?
One of the most important tasks for a leader of a team is to agree, establish and maintain what is going to be the universal 'standard' for that team.
This is generally aimed towards what is going to be the accepted norms of individual and collective behaviour, as well as setting the benchmark in terms of output or deliverable quality.
Why?
The leader is trying to establish what 'normal' should look like so that there is an aspiration to strive towards, and achieve, consistency and repeatability.
Consistency and repeatability drive what your personal and corporate brands stand for and so this encourages existing and potential customers to come back for repeat business.
Whilst it is the leader who decides the standards, it is the collective will of the team to agree them and help to enforce them. I will always remember the Captain on my last submarine. His cabin was at the foot of the main access hatch. So in harbour, when you arrived onboard for work and he was onboard before you, it sent a clear but subliminal message about what his expectations were in terms of working hours. Soon, everyone was striving to be in work before he arrived. It set a standard by example, and everyone began to conform.
However, the issues start when a standard is set, and everyone turns a blind eye towards maintaining it. This sends the message that, actually, it doesn't really matter. But where does it end? Slack time-keeping can be a visual indicator that slackness appears in other areas of your business. Perhaps in areas that aren't so visual.
Take Trump as an example. The recent gift of an aircraft to him by the Qataris indicates that gifts of hospitality can be received for personal gain. This, from the man at the very top! Or Members of Parliament claiming expenses which fail to pass the test in terms of reasonable expenditure. In both cases, I will bet my salary on the fact that those who find themselves further down the pecking order won't be allowed to play fast and loose with the rules. If they are caught, there is a strong likelihood that they are going to be made an example of from a disciplinary perspective.
And yet, this behaviour still occurs.
I've mentioned this quote many times but it is one which I think is becoming increasingly important as people move away from thinking collectively, more towards a personal-centric outlook. It comes from Australian Lt General Morrison who said:
'The standard you walk past is the standard you accept!'
There has never been a statement that is so true. Culture starts from the top. What culture do you want to see in your team?
How?
Maintaining standards as a leader is about setting clear expectations, modeling the desired behaviour, and holding people accountable with consistency and fairness. Hereā€™s a practical framework for how a leader can maintain standards:
Clearly define the standards
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Be specific: Vague standards like 'do your best' or 'be professional' are open to interpretation. Define what excellence looks like.
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Document them: Use team charters, SOPs, or shared principles to make standards visible and accessible.
Model the standards yourself
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Leadership by example is powerful. If you expect punctuality, be on time. If you value open feedback, solicit it regularly and receive it with humility.
Communicate expectations frequently
Donā€™t assume once is enough. Integrate standards into:
- Onboarding,
- 1-on-1s,
- Performance reviews,
- Team meetings.
Tip: Repetition builds clarity. Clarity builds consistency.
Create a culture of accountability
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Positive accountability: Recognise and reward when people meet or exceed standards.
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Corrective accountability: Address missed standards quickly and constructively.
Approach: Use coaching before consequence. Ask:'I noticed we missed the mark on X. What got in the way, and how can we prevent it next time?'
Give feedback early and often
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Donā€™t wait for formal reviews. Give real-time or near-real-time feedback.
Build a culture that supports high standards
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Hire for alignment with your standards.
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Empower team members to call out lapses, even from peers or leaders.
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Make standards part of team identity and pride.
Review and evolve standards periodically
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What worked a year ago might not serve the team today.
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Involve your team in refreshing standards so they feel a sense of ownership, not compliance.
In Summary
I hope that you enjoyed reading this newsletter and that it has given you food for thought.
Standards are the benchmark for any organisation. Once they are agreed, the onus is on everyone to strive to comply, and call out those who perhaps pay lip-service to adherence.
What sort of culture do you want to see in your team?
Have a great week!
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