An essential part of leadership is setting standards. Part of the role of the leader is to set the bench mark for subodinates to achieve. this is essential because without such a benchmark there is no objective measures against which subordinates can compare their own performance. With no standards an employee will essentially be blind and excellent performance, when it does happen, will end up being a happy accident. Standards ensure high levels of performance can be consistently maintained and recreated. Standards must be concrete and clear as they provide the rudder for employees to navigate through their tasks.
Setting high standards of performance is just the step to creating and maintaining high standards of performance. Setting of standards is a matter of determining key outcome deliverables, given a certain time-frame, then determining what contributions, in the form of specific tasks, will be required in order to meet those deliverables. Standards are formed by then determining how well each of those tasks are to be done in order to efficiently meet the key outcome deliverables in the manner required.
It is however essential to bear in mind that the work does not stop once standards have been put in place. Setting standards are only the beginning. Standards are in fact best thought of as the part of the means which enable the leader to do his/her job well. Standards are not the end, the good leader makes use of standards in order to grow his people and consistently help them achieve excellence. This means that it is not enough that staff simply know what the standards are, there is more beside simply informing staff of standards. I am going to mention two things that are essential once standards have been set.
Feedback:
Once standards are in place, it is essential that leadership provide consistent feedback to people regarding how their performance is measuring up to the standards set. As I said, standards provide a sort of “rudder” for staff to consistently direct themselves as it were, to excellent performance. In order for standards to function effectively in this regard it is not sufficient that they exist only as the benchmark, if employees are not aware of how they are actually performing. When navigating somewhere one always requires to coordinates, where you need to get to, and where you are. Having the standard or benchmark, without having a concrete sense of how what I am doing measures up to standard, does not ensure that I will be able to meet the standard.
It is the job of the leader to consistently give his/her people feedback. It is important that staff are given feedback both regarding their performance individually, but also their performance collectively. This ensures they have a good sense, not only of how well they are doing, but also how their contribution is helping the group achieve its goals, or where they might have to be doing more. This information is essential for staff to orientate themselves within the workplace so that they are more effectively able to achieve and perhaps even surpass standards.
It is important that individual feedback is also sensitive to the unique strengths and weaknesses of each individual. Often times individuals might be ill suited to the task they are asked to do, or would be better suited to other tasks. The leader must keep a keen eye on his people so a to pick these things up and help guide subordinates in a manner in which they are able to harness their unique skill set to achieve standard consistently and reliably.
Accountability:
Accountability is another thing the leader needs to pay attention to once he/she has made standards clear. An essential part of leadership is holding staff accountable for their adherence to standards. Put simply, it is not enough that staff are made aware of standards, they must also be given some reason to maintain them. Ensuring that they are consistently motivated to maintain standards is a matter of accountability.
Holding people accountable is firstly a matter of ensuring that there are consequences for individuals who allow their performance to slip below standard. The consequences do of course need to track the nature of the slip. Very often below standard performance can be used as opportunities for coaching. At others times however individuals will need to be censured or disciplined, particularly if there was no lack in means or ability.
On the other hand there should be rewards for those who consistently meet or exceed standards. Accountability includes both censure and discipline, as well as praise and rewards. Without accountability the leader does not give the subordinate a reason to take standards seriously enough to ensure that they are met.