Maintaining High Expectations
So often when speaking to leaders they are sharing with me their frustrations with one person or a small group. It’s amazing how consuming this can be and result in disproportionate attention being given to the greatest resistors. It can be easy to fall into a negative mindset and expect less. At the same time, leaders often express gratitude for the people on their teams that don't require much attention, who are high performers without needing much motivation. Where leaders give attention is where growth happens. Unfortunately, when the attention is on the most frustrating, the result is often a lowering of expectations, which is a culture no leader wants.
What does it take to maintain high expectations? I'm reminded of a simple declaration that a leader I worked for had hanging in her office. It was an image of a soaring eagle with the saying "even eagles need to push ". The placement was near the table where she held meetings, allowing everyone to see what she valued and was committed to. Every time I sat down to meet with her I would look at that image. It inspired me to perk up. It motivated me to want to do my best. I felt comfortable not having all the answers, and confident that she would support me in overcoming hurdles; of course, this was also reflected in her actions. I worked for her in a consulting role and often thought about the impact this simple sign made on the leaders she was responsible for. She was in an executive position and hired highly competent senior leaders to execute complex and intense jobs. They were high achievers, however, like all groups, their capabilities fell on a bell curve.
There are various ways of communicating values and the desire for high expectations. They happen on a daily basis, in the words that are used, the way people show up, and where time is most spent. This doesn’t always make them clear to everyone and the value can be assumed; leaders often declare their values to me, but with some reflection, they aren’t sure if their teams receive these messages as clearly. With a declaration, the message is definitive: I believe; I value; I am committed to – whatever you decide is most important to you as a leader. Often this is delivered at the start of a new leadership role, or in response to a difficult situation. But just as often, it doesn’t stick.
Recently I've been encouraging leaders lately to make a formal declaration present in their established routines. One is delivering their personal message at the beginning of every team meeting, and tying it to outcomes. Another is giving handwritten notes which highlight personal skills in excellence that she has observed. There is also a courageous leader celebrating a team member’s excellence when the team meets as a group, over regular intervals. Their focus is on achievement, progress and exceeding expectations, which has had repeat ‘winners’ and some who were never recognized. When attention is on excellence, expectations remain high. The team experiences the energy and motivation to reach a high bar, propelling them to exceed what’s expected.
As we start the new year, I encourage you to try one of these examples or one of your own, and see how shifting your attention to excellence will result in increased business success.