Do you ever look at your team and think, 'We're good, but we could be great'? I find myself thinking this often. It feels like we're all comfortably walking, yet we have the potential to run towards something truly remarkable.

Boosting your team's standards isn't about setting impossible goals. It's more like planting a garden. You start small, nurture each step, and gradually watch things grow and thrive. It's about seeing the potential in your team and helping them see it, too.

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Meetings become brainstorming sessions where everyone's ideas spark off each other. Mistakes? They're just stepping stones to getting better. And humour – that's the secret sauce that keeps things light and everyone on their toes.

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This journey is less about climbing a steep hill and more about a shared adventure where we uncover new strengths and learn together. Each project, each challenge, becomes a chance to grow and bond as a team.

Yet, there's a common worry about rocking the boat, especially when everyone is accustomed to a certain way of working. The desire to inspire change without causing disruption. It's like wanting to steer a ship in a new direction without tipping it over.

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So, how do we embark on this journey, raising our standards without unsettling the balance?

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What if my standards are high enough already? How do I know if my standards are too low?

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Overcoming the Good Enough Mindset

'It's good enough.'

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But here's the thing – 'good enough' can mean very different things to different people. For example, imagine two chefs preparing a dish. One might be satisfied with a simple, well-cooked meal, while the other isn't happy unless their dish could star in a gourmet food magazine. Both dishes are 'good enough' for each chef, but there's a clear difference in quality.

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This happens all the time. I've been in situations where we're evaluating job candidates: my colleague might be super impressed, rating them a 9 out of 10, while I might only see them as a 4 out of 10. It's all about perspective.

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The real issue with settling for 'good enough' is when it becomes an excuse for not doing our best – like calling a half-baked idea a 'minimum viable product' when, honestly, it's barely off the drawing board. 'Good enough' shouldn't mean we stop trying to do better."

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‘You can't have your cake and eat it too.’

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There's a common belief that speed and quality are at opposite ends of the spectrum. However, in reality, there's often a lot more wiggle room between speed and quality than we think. Most of the time, we're nowhere near having to choose one over the other.

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Take, for instance, a professional kitchen. A chef in a bustling restaurant must deliver dishes quickly without compromising on the quality that customers expect. When I first started working in a high-end restaurant, I thought I understood what 'fast-paced' meant. But this experience took it to a new level. The head chef was a whirlwind of efficiency, producing gourmet-quality dishes at a pace I hadn't thought possible. It was a real eye-opener.

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This taught me an important lesson: Instead of saying 'it can't be done,' it's about finding creative ways to work. It might mean reorganizing your workflow, or it could be about focusing on refining your skills. Over time, you learn to blend speed and quality seamlessly, just like a skilled chef balancing a hectic kitchen with culinary excellence."

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‘Diminishing Returns’

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A common misconception in work and life is that we're hitting the point of diminishing returns when we're actually nowhere close. It's like saying, 'This is as good as it gets,' when in reality, there's still room to grow and improve.

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Let's consider an athlete training for a marathon. They might reach a stage where adding extra miles to their training doesn't seem to improve their time significantly. So, they might think they've hit the point of diminishing returns in their training. However, often they haven't explored other areas of improvement, like nutrition, recovery techniques, or even mental conditioning. They might stop pushing themselves in running, not realizing that these other aspects could take them to new level of performance.

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In the same way, we often declare we've hit diminishing returns too early. Before calling it quits, it's worth looking at the situation from different angles. Are there other methods, tools, or approaches we haven't tried? Just like the marathon runner, we might find that our 'peak' is actually higher than we initially thought."

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‘It’s too much work’

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Enhancing standards is less about piling on more work and more about refining skills like intuition, decision-making, and understanding the nuances of excellence.

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Consider a skilled musician, for example. To an untrained ear, a piece of music might sound just fine, but a seasoned musician can pick out subtle nuances and areas for improvement that others might miss. This ability doesn't come from endless hours of additional practice but from a deep understanding and sensitivity developed over time. They've learned to recognize quality and excellence through experience and focused practice.

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So, while refining your craft does require effort, the goal is to become more efficient and effective. It's about making smarter decisions, not just more of them. Yes, there are times when hard work and extra hours are necessary, but these are not the constant. More often, it's about honing your skills so that you can achieve better results with less effort."

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‘Progress over Perfection’

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Simply completing a task without attention to quality can be counterproductive.

Imagine a chef hastily preparing a meal to serve it quickly. If the dish is poorly made, not only does it fail to satisfy the diner, but it also reflects badly on the restaurant's reputation. The chef will likely have to redo the dish or risk losing customers.

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In our work, the same principle applies. Rushing through a task might tick it off your to-do list, but if it's not done well, it can create more work in the long run. It might not meet the project's objectives, could be poorly received by clients and might damage the credibility of your brand or team. Ultimately, you might find yourself redoing the task.

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So, while doing excellent work takes longer, it pays off by reducing the need for rework and building a reputation for quality and reliability.

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Create a new Norm.

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You can’t simply proclaim, “We’re raising our standards now,” and expect everyone to know what that means. You must create a new norm.

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In transitioning to a high-standard environment, your team members will likely sort themselves into three categories:

1. The Resistance: This group will react with a firm 'No way. This isn't what I signed up for.' They will express discontent or even actively resist the changes, leading them eventually to part ways with the team.
2. The Enthusiastic: These are the team members who have always thrived in challenging situations. They'll welcome the shift with open arms, excited that the rest of the team is catching up to a level they've always aspired to.
3. The Undecided: These team members hover in the middle. They're not immediately resistant, but they're not wholly convinced, either. Their decision to embrace or reject the new standards could go either way.

Imagine we're not just a team, but explorers charting a course to uncharted territories of excellence. As we embark on this journey, it's not merely about setting the compass and marching forward; it’s about understanding why each turn, each step is essential. Logic, often an unsung hero in our adventures, becomes our guiding star. While a grand vision might be the wind in our sails, it's the clarity of our route that keeps us anchored.

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So, here’s how we bring this map to life: Every time we introduce a new practice or direction, it’s more than just an announcement over the loudspeaker. We're going to dive deep into the 'why' as passionately as we explore the 'what'. We’ll gather around, much like a crew around a captain, and navigate through the reasons behind our new course. We'll see how these changes are not just waypoints on a map but treasures that enrich each of our roles, making our daily voyage more meaningful and rewarding.

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And this isn’t a one-time announcement; it's an ongoing conversation. Picture us reinforcing this understanding in every meeting, in every plan, in every challenge we face – from the quiet huddles to the all-hands-on-deck moments. It’s in these continuous exchanges that our culture of high standards becomes more than a distant shore to reach. It becomes the very waters we sail – ever-present, ever-invigorating.

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In this way, we're not just teammates following a vision; we're intrepid explorers on a journey that’s as rewarding as the destination. Let’s set sail towards those higher standards, with every one of us an integral part of this thrilling voyage.

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Master the Art of Feedback

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One of the most powerful tools at our disposal is the art of providing actionable feedback. Yet, this art is often lost in the hustle of managerial life. Picture these common scenes in the world of management:

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Scenario One: A team member hands in work that is just not up to par. As a leader, you're at a crossroads. The easy path? You shrug it off, telling yourself it's not a big deal, avoiding the discomfort of a tough conversation. So, you let it slide, secretly hoping for improvement. But hope alone is a weak strategy. Unsurprisingly, nothing changes, and a new norm of mediocrity quietly takes root.

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Scenario Two: Now, imagine a different approach, one that takes a bit more courage but leads to a far more rewarding destination. The same lackluster work lands on your desk. This time, you see it as a teachable moment. You sit down with your team member, not to chastise, but to illuminate. You walk them through where their work missed the mark, offering clear, practical feedback. You're not just pointing out flaws; you're shining a light on the path to excellence. This conversation plants a seed of understanding: mediocre efforts won't go unnoticed, and there's a higher standard to be met.

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I've walked in both these shoes, sometimes overlooking less-than-stellar work or taking the reins myself. The justification? Speed. The narrative goes, 'I need to get things moving, fast.' But this mindset has a blind spot. It overlooks the fact that not every piece of work needs a deep dive, but some certainly do. And if we consistently bypass the opportunity to give in-depth feedback, we inadvertently starve our team of the chance to learn and excel.

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This is where true leadership shines. It's about making it known that while everyone is welcome to rise to these standards, it's ultimately a personal choice. If a team member is invigorated by this environment of excellence and growth, they'll flourish. If not, there's a whole world of opportunities that better align with their perspective. Your role is to be unequivocally clear about your expectations, to nurture the high standards you've set, and to guide your team in their journey to reach these heights.

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This method is more than just upholding quality; it's about fostering an environment where growth is not just encouraged but expected. It's an invitation to embark on a journey of professional evolution, an opportunity that can be transformative. The choice is in their hands – to rise to the occasion or to find their path elsewhere. In either case, progress is the outcome.

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Embracing Excellence

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Joining a team with high standards isn't just a step up in your career; it's a transformative journey that reshapes how you see and do things. It's a unique experience that enriches you in ways beyond what any course, book or newsletter can offer. When you work in an environment where excellence is the baseline, you start noticing the subtleties in your work, raising your own bar of performance. This pursuit of excellence doesn't just polish your skills; it changes you fundamentally for the better.

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If you're part of a team that aims high, seize this opportunity. It's a rare and invaluable experience to grow in an environment where excellence isn't just encouraged but expected. Adapting to these high standards might initially feel daunting. It's a shift from the familiar, requiring you to rethink and refine your approach. But embrace this change. Soon, you'll experience the exhilaration that comes from being part of a group dedicated to outstanding performance.

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Your team members will likely thank you for championing this culture of excellence. They'll appreciate how this high-standard environment has transformed them, too – how it's honed their skills, broadened their perspectives, and made excellence their new default.

So, is setting the bar high worth it? Absolutely. And remember, you don't need a specific title to advocate for higher standards in your organization. You can be the change agent, inspiring others to aim higher. By fostering a culture of excellence, you're not just achieving goals; you're embarking on a journey of collective professional and personal transformation.

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