Standards Must Not Slip

Why Letting Standards Slip Once Compounds Into Total Reversion (And How Leaders Must Hold Lines Even When Uncomfortable)

Here’s the mistake that destroys organizational transformation efforts after months or years of progress: letting standards slip because holding them feels uncomfortable, creates conflict, or challenges relationships with people you care about. You implement lean systems. You train teams extensively. You create visual standards. You see improvement across safety, quality, coordination, and productivity. And then someone pushes back. A general superintendent says “this doesn’t apply to my projects.” An estimating lead says “I’ll do it my way.” Field teams start skipping steps that feel like extra work. And leadership faces a choice: hold the standard even though it’s uncomfortable, or let it slip to avoid conflict.

Most leaders let it slip. They tell themselves ” it’s their decision” or “it’s their job to manage their own teams” or “I don’t want to micromanage” or “I need to respect their autonomy.” The standard slips once. Then it slips again because nobody held it the first time. Then it slips worse because the pattern is established that standards are optional when inconvenient. Then it gets a little worse. Then worse again. And within months or a year, it goes right back to the way it was before the transformation started because leaders let standards slip instead of holding them when it was uncomfortable.

Here’s the uncomfortable truth I need to tell you: you cannot let standards slip. Not once. Not for good people you like. Not to avoid conflict. Not because holding standards feels mean or controlling. Not because you’re worried about being disliked. Standards must not slip. This is one of the hardest things in leadership. I have failed at this over and over because I’m wired a certain way. I’ll gently correct. Then I’ll more firmly correct. And then by the time it gets to the end, there’s one thing that won’t happen with me the standard will not slip. The mistake, if there’s going to be a mistake somewhere, won’t be with the standard slipping. The mistake will be with how Jason handled it.

Now you might not agree with that approach. Actually, I would agree that’s probably not the best way. I’m just telling you how I’m wired and how I approach things, and you can take it a better way. But the core principle is non-negotiable: standards must not slip, even when holding them is uncomfortable. Because the compound effect of slipping standards destroys everything you built.

The Builder’s Code: Equal Value Means Equal Standards

Let me read you a builder’s code that connects to this. At the same level, workers and foremen are on the same level and have the same value as construction managers. It is an old-time and outdated concept to believe that the craft is less than leadership. But talking about it won’t make it so. We will prove that we are all just as valuable and valued when we all use the same bathrooms, all have the same access to lunch areas and accommodations, and when we are all treated the same way. That means with safety rules, conduct, cleanliness, and treatment.

If we treat people as “less than” or on a different tier, we will get resentment and rebellion. As it turns out, if we treat people like people and with respect, they will follow the rules, do a good job, and join in with the rest of the team and row in the same direction.

This connects directly to standards. Equal value means equal standards. You cannot have one standard for leadership and a different standard for workers. You cannot have one standard for favorite teams and a different standard for others. You cannot let some people skip standards while requiring others to follow them. Equal standards applied to everyone that’s what proves respect is real instead of just words.

The Company That Held Standards and Transformed

Let me tell you a story about a company that implemented lean at scale and did it right by holding standards even when uncomfortable. They were doing a really good job with the transformation. Training was happening. Systems were being implemented. Results were improving. And then the resistance emerged.

One general superintendent rebelled against the new systems. One lead of the estimating department rebelled against the new processes. A bunch of folks in the field some of the superintendent group pushed back against the changes. And they thought they could out-politic the company. They thought if they resisted long enough and loud enough, leadership would back down and let standards slip to avoid conflict.

How Leadership Responded to Rebellion

The president of this company is absolutely brilliant. I’ve learned so much from this man. I will be forever and infinitely grateful for this individual. And here’s how he responded. He basically said “Hey, I love you, but you’re going to do this. And if you don’t, these are the consequences.”

The estimating rebel was excited from the company. Now before you think I’m advocating meanness, I’m not. That person got a wonderful job you might argue better for that individual’s talents and is wildly successful. And the company was active in making sure that individual was successful and landed well. But that individual was not falling in line and was not a fit for that company’s direction. So, the separation was handled with dignity but the standard was held.

The general superintendent got demoted not in a mean way, didn’t lose any money, but got moved into a role where that person could succeed without blocking the organization’s transformation. The person wasn’t punished financially or professionally destroyed. But the person also wasn’t allowed to remain in a position undermining standard the organization committed to.

The Results of Holding Standards

So, this company didn’t tolerate rebellion against clear organizational direction. Each of the employees went through training and were held accountable in a positive way. And that company transformed. Today all projects are on schedule. They’re making money for themselves and for their people. The closest I’ll get to letting you know who it is: they’re an ESOP (employee stock ownership plan). And they’re doing great.

Standards were held. People were supported. Those who couldn’t align were helped to find better fits elsewhere. And the 95%+ who could align once standards were clear and non-negotiable? They fell in line, adopted the systems, and are now succeeding in the transformed organization.

The Company That Let Standards Slip and Reverted

Now let me tell you the contrasting story about another company that started improving every aspect of their business. Training happened. Systems got implemented. Results improved significantly. Leadership was engaged and driving transformation. And after a while, leadership started thinking “this is good, I can step back.”

And now the standards are starting to slip. Now leadership is hearing things like “well, it’s their decision” or “hey, it’s their job to do that.” The people throughout the ranks were not trained as thoroughly as the original leaders were. They’re not skilled yet at holding people accountable to standards. So, when someone pushes back or skips a step, middle management doesn’t hold the line because they’re uncomfortable with the conflict.

The Compound Effect of Slipping Standards

The standards slip and performance gets worse. They slip again and it gets worse. It slips again and it gets a little worse. It slips and gets a little worse. And then it goes right back to the way it was before the transformation started because leaders let standards slip instead of holding them when it was uncomfortable.

This is the pattern I’ve seen repeatedly. Company invests in transformation. Standards get established. Training happens. Results improve. Leadership steps back. Standards slip because middle management won’t hold them. Slip compounds. Performance degrades. Culture reverts. And within a year, you can’t tell the company ever tried to transform because everything reverted to previous dysfunction.

Why? Because standards slipped. Not because the systems didn’t work. Not because people couldn’t execute. But because leaders at every level didn’t hold standards when doing so felt uncomfortable or created conflict with people they liked.

Why Leaders Let Standards Slip (And Why It’s Wrong)

Let me be direct about this because it needs to be said clearly. A leader or manager who is not holding standards for fear of being disliked is only thinking of himself and it’s wrong. That’s harsh. But it’s true. When you let standards slip to avoid being uncomfortable or to preserve relationships, you’re prioritizing your comfort over the organization’s success and over the team members who are following standards while watching others get away with ignoring them.

The Real Motivations Behind Letting Standards Slip

• Fear of Conflict: “If I hold this standard, they’ll be upset with me. I don’t want that confrontation.”
• Fear of Being Disliked: “If I enforce this, they won’t like me anymore. I want to be seen as the cool understanding leader.”
• Misplaced Empathy: “They’re going through something difficult. I’ll let it slide this time.” (Empathy is good. Sacrificing standards isn’t empathy it’s enabling.)
• Avoiding Discomfort: “Holding people accountable is uncomfortable. Easier to just let it go.”
• Delegation Confusion: “It’s their job to manage their team. I shouldn’t interfere.” (Setting standards is your job. They manage execution within those standards.)

Every single one of these motivations is self-focused. You’re protecting yourself your comfort, your image, your relationships, your ease. You’re not protecting the organization, the standards, or the 95% of people who are following standards while watching you excuse the 5% who aren’t.

What Holding Standards Actually Requires

You cannot let standards slip. So, here’s what holding them requires from leaders at every level:

Requirement 1: Know What Your Standards Are and Communicate Clearly

You cannot hold standards you haven’t defined or communicated clearly. Write them down. Make them specific. Make them measurable. Make them visible. “We do lean” isn’t a standard. “Every project uses pull planning in pre-construction, visual Takt plans in execution, and morning worker huddles for coordination” is a standard. Specific. Clear. Measurable.

Communicate standards repeatedly. In meetings. In orientations. In job postings. In performance reviews. In one-on-ones. Standards everyone knows are standards people can follow. Standards leaders keep secret or assume everyone understands are standards that will slip because nobody knew they existed.

Requirement 2: Train Vigorously on What the Standards Are

Standards without training are just wishful thinking. You cannot expect people to follow standards they don’t understand or don’t have capability to execute. Train vigorously. Invest in capability development. Make training comprehensive, not just check-box orientation.

And standards must be visual and visible everywhere. Like if someone says “I’m going to go put up a sign,” is there standard work for that? That’s the level we have to get to. Visual standards posted at zones. Standard work procedures documented and accessible. Checklists showing required steps. Shadow boards showing proper organization. The visual environment should teach standards through what people see, not just what they remember from training.

Requirement 3: Support Shoulder to Shoulder

You cannot just demand standards and walk away. Support shoulder to shoulder. Work with people as they learn and implement. Coach when they struggle. Remove barriers preventing compliance. Provide resources needed. Make sure standards are achievable with the support you’re providing, not theoretical aspirations unsupported by reality.

Shoulder-to-shoulder support means you’re present. You’re visible. You’re helping. You’re coaching. You’re removing obstacles. You’re not sitting in an office demanding compliance from people you never help. That’s the difference between accountability and tyranny. Accountability includes support. Tyranny is just demands without help.

Requirement 4: Hold the Line Even When Uncomfortable

Here’s where most leaders fail. When someone you like, someone you respect, someone you have a relationship with pushes back against standards hold the line. Don’t let it slip to preserve the relationship. Don’t excuse it because this person is otherwise excellent. Don’t make exceptions because conflict feels uncomfortable.

Have the conversation. “I understand this feels difficult. I understand you disagree with this approach. But this is the standard we’ve committed to as an organization. I need you to follow it. How can I support you in doing that?” Be warm-hearted. Be respectful. Be firm. And hold the line.

Requirement 5: Apply Consequences When Standards Aren’t Met After Support

If a person won’t follow standards after clear communication, vigorous training, shoulder-to-shoulder support, and firm but respectful coaching, then they may be a better fit for a different company not for you. This isn’t mean. This isn’t toxic. This is organizational alignment.

Some people genuinely can’t align with the direction an organization is going. That’s okay. Help them find a role elsewhere where they can succeed. Do it with dignity. Help them land well. But don’t sacrifice organizational standards to accommodate people who won’t follow them after extensive support.

The 95/5 Rule

But here’s the reality: most of the time I’m going to give it like over 95% of the time people will fall in line when standards are clear, training is thorough, support is present, and leaders hold the line consistently. The 95% aren’t the problem. The 95% want clear standards. They want to know what’s expected. They want to succeed within defined systems. They’ll follow standards when standards are clear and enforced consistently.

The 5% who won’t? Some of them just need more time, more training, more support. Give it to them generously. But the small percentage who won’t align even after extensive support? They’re either in the wrong role or the wrong organization. Help them find the right fit. Don’t sacrifice standards for the entire organization to accommodate the few who won’t comply.

What Happens When Every Leader Holds Standards

When every leader at every level holds standards presidents, VPs, directors, project managers, superintendents, foremen transformation sustains. Standards don’t slip because everyone’s holding them. New people entering the organization see immediately that standards are real, not optional. The 95% who want clear expectations get them. The organization maintains excellence.

When any leader at any level lets standards slip “I’ll let it slide this time,” “I don’t want to be the bad guy,” “it’s not worth the conflict” the slip compounds. Others see standards are optional. Compliance decreases. Standards slip further. The reversion begins. And within months, all the transformation effort gets undone because leaders wouldn’t hold uncomfortable lines.

A Personal Note on How I Handle This

I mentioned earlier that I’ve failed at this repeatedly and I’m wired in a way that might not be best. Let me be transparent about my approach. I’ll gently correct first. “Hey, I noticed we skipped this step. Let’s make sure we include it going forward.” Then I’ll more firmly correct. “We talked about this before. This is the standard. I need you to follow it.” Then if it continues, I get very firm. “This is the third time. The standard is not negotiable. Either follow it or we need to discuss whether this role is the right fit for you.”

By the time it gets to that point, there’s one thing that won’t happen with me: the standard will not slip. The mistake, if there’s going to be a mistake, won’t be with the standard slipping. The mistake might be with how Jason handled it maybe I got too firm too fast, maybe I didn’t provide enough support, maybe my communication was too harsh. I’ll own those mistakes. But the standard will not slip.

That’s probably not the best approach. Many leaders handle this more gracefully with better balance of firmness and warmth. But the core principle is right: the standard must not slip. How you hold it can vary. That it must be held cannot vary.

The Choice Every Leader Faces

You will face this choice repeatedly. Someone you like, someone you respect, someone with valuable skills will push back against a standard. And you’ll have to decide: do I hold the standard even though it’s uncomfortable? Or do I let it slip to preserve the relationship and avoid conflict?

Hold the standard. Have the conversation with warmth and respect. Provide support. Coach them through it. But hold the line. Because letting it slip once makes it exponentially harder to hold the next time. And the compound effect of slipping standards destroys organizational excellence faster than you can rebuild it.

Resources for Implementation

If your organization is struggling to hold standards across leadership levels, if you’ve seen standards slip and performance degrade, if leaders at any level are letting standards slide to avoid discomfort, Elevate Construction can help your teams develop the leadership capability and accountability systems that hold standards consistently while supporting people generously through the discomfort of change.

Building Organizations Where Standards Enable Success

This connects to everything we teach at Elevate Construction about creating systems that enable people to succeed. Clear standards are enabling, not restrictive. They tell people what’s expected so they can succeed. Unclear or slipping standards are disabling because people never know what’s actually required versus what’s optional depending on leader mood or which person is asking.

The builder’s code is right: workers and foremen are on the same level with the same value as construction managers. Prove it by applying the same standards to everyone. Same bathrooms, same accommodations, same safety rules, same conduct expectations, same cleanliness standards, same treatment. Equal value means equal standards held consistently for everyone.

The company that held standards when uncomfortable transformed and sustained excellence. The company that let standards slip when uncomfortable reverted to previous dysfunction. The difference wasn’t the quality of the systems or the capability of the people. The difference was whether leaders at every level would hold standards even when doing so created conflict or discomfort.

A Challenge for Leaders

Here’s the challenge. Stop letting standards slip to avoid discomfort or preserve relationships. Start holding standards even when it feels uncomfortable because holding them is your job. Define standards clearly. Communicate them repeatedly. Train vigorously. Make them visible everywhere. Support shoulder to shoulder. Coach warmly but firmly. And hold the line.

When someone pushes back, have the conversation. “I understand this feels difficult. This is the standard. How can I support you in following it?” Give them time, training, support. But don’t let the standard slip. If they can’t align after extensive support, help them find a role where they can succeed but not in a position undermining standard your organization committed to.

Trust the 95/5 rule. Most people want clear standards and will follow them when they’re clear, supported, and consistently enforced. The small percentage who won’t after extensive support need different roles or different organizations. Don’t sacrifice organizational excellence to accommodate the few who won’t align.

Track the results: standards held consistently across all levels, transformation sustained instead of reversed, people succeeding within clear expectations instead of confused by optional standards, leaders comfortable with temporary discomfort that protects long-term excellence, organizations maintaining systems instead of reverting to chaos, 95% thriving under clear standards while 5% find better fits elsewhere.

As the example companies show: hold standards and sustain transformation. Let standards slip and revert to dysfunction. The choice determines whether your organization builds compound excellence or compound decline. Standards must not slip. Even when it’s uncomfortable. Even when it creates conflict. Even when people you like push back. Hold the line. That’s leadership.

On we go.

Frequently Asked Questions

What if holding standards damages relationships with good people?

Real relationships survive honest standards held with respect. If relationship requires you to compromise organizational standards, it wasn’t a professional relationship it was dependency on your approval. Hold standards warmly but firmly.

How do I know if I’m being too rigid vs appropriately firm?

Ask: Did I communicate standards clearly? Did I train thoroughly? Did I provide support? Did I coach before enforcing? If yes to all, you’re appropriately firm. Rigidity is demands without support.

What percentage of people will comply with clear standards?

Over 95% will fall in line when standards are clear, training is thorough, support is present, and enforcement is consistent. The issue is almost never the people it’s unclear or inconsistently held standards.

Should I make exceptions for exceptional performers?

No. Equal value means equal standards. Exceptions for high performers tell everyone standards are optional if you’re valuable enough. That destroys accountability for everyone.

How do I respond when leaders above me let standards slip?

Hold standards within your sphere of control. Model consistency. Document the impact of slipping standards above you. Advocate upward for consistent enforcement. But never use their inconsistency to excuse your own.