Establish High Standards for Excellence

“Establish High Standards for Excellence”

McGinnis believes that many individuals are not taught the joy of doing something well. He cites the accomplishments of a successful music teacher who stated her results with students came from first teaching “them that it is better to do it well than to do it badly” (55).

Whether teaching a student to play an instrument or helping an employee perform well at their job, McGinnis believes that leaders must set and expect high standards. “The essential thing is that the organization has a set of standards and that the leaders enforce rigorous adherence to them” (56).

McGinnis makes a good point with an example of a friend who works as an art teacher for five different schools. The friend explained to McGinnis that each of the five school administrators runs his or her school in a very unique way. One principal is a bit aloof but runs a tight and successful program. Another principal has an equally successful school but takes a friendlier approach and even volunteers for playground duty as a way to get to know students better. As the friend observed the five different administrators, she learned an interesting lesson about motivating others. She explains, “Do you know what school has the worst morale? …It’s the one where the principal tries hardest to be popular with everyone. He’ll say things to us teachers like, ‘Don’t bother to come to the school program tonight if it’s not convenient – I know you have a long drive.’ Maybe he thinks the way to succeed with people is to be easy on them, but it backfires. Everybody on that staff is trying to get transferred” (57).

Allowing for low standards is one way to quickly destroy the morale of employees. Poor employees take advantage of the low expectations and good employees become disenchanted because they begin to feel that hard work and dedication are not appreciated.