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The Impact of High Standards

Education writer and speaker Todd Whitaker writes that “great teachers have high expectations for their students, but higher expectations for themselves.” In every successful classroom, on every high-performing team, and throughout every top organization there are leaders who hold high standards for their people. Although high-expectations remain the foundation of success, there are other unintended effects of maintaining consistently high standards. Here are five ways high-expectations impact people: 

  1. Fast Results: High-expectations often lead to dramatically fast results for the group of people. These results happen even faster if the expectations haven’t been very high in the past. The results establish quick wins for the group of people, but those results will eventually plateau and the standards will need adjusting once more. Most people in the organization are surprised by how quickly positive results happen, but great leaders know that it isn’t by accident. How do you manage fast moving results?
  2. People Show Up: High-achievers thrive on high-expectations, so those people tend to show up and engage in the important work. This might take form in hiring new people who align with the organization or people from within who want to be challenged in new roles. High-expectations bring people together in a new way that allows for significant growth. How do you challenge the people who join or those who rise to the challenge?
  3. It’s Uncomfortable: High-expectations often feel very uncomfortable for those who haven’t encountered them in the past. It feels like everything is moving too fast, there’s too much to complete, and the stress is too much. This is a normal feeling for organizations seeking rapid growth and a shift in the culture. Great leadership means managing those feelings and guiding people through the challenges of high-expectations and change. What strategies do you implement to ensure support?
  4. People Leave: One of the most notable impacts of high-expectations is that people leave the organization. These are often the people who don’t like high-expectations, avoid accountability, or fail to align with the values. Every person has their own level they can manage before they must make a change. When they cannot sustain the expectations or hold themselves accountable, then it’s time to move on. How do you prepare for people leaving the organization?
  5. The Dynamic Changes: The dynamic or mood changes in a culture where high-expectations become the foundation. Sometimes it can feel stressful, fast, or tiring. Other times it’s joyful, exciting, and motivating. High-expectations often create many peaks and valleys for those who experience them. Great leaders manage these emotions in order to support when everything is challenging and celebrate with people when there’s success. How do you support the changing dynamic?

The impact of high-expectations creates positives and challenges for organizations who want to achieve significant results. Great leaders utilize these in order to further develop the people to achieve higher levels of success. These leaders recognize the challenges, support people in their work, and celebrate their success. They also understand that high-expectations aren’t for everyone and plan for people to move on. 

What impact do high-expectations have on an organization?