French novelist Jean Giraudoux gave us that gem more than 80 years ago. The quotation points out the paradox of excelling at a lower standard.
If an average-performing team member doesn’t strive to be better and accepts mediocrity, then the standard they set for themselves will always be met.
Because leaders are hardwired to glorify excellence and high achievement, they typically don’t understand why anyone would settle for average ratings and mediocre performance.
They recognize that some mediocre colleagues don’t know what to do to excel and need their help to focus on foundational skills. They also appreciate that some average performers lack the commitment to become better and need a leader who will motivate them and light a fire to perform.
But the idea that some team members prefer to be mediocre and wouldn’t want it any other way can be a real head-scratcher.
Savvy leaders come to understand that being mediocre has a host of advantages that are highly attractive to some team members. For starters, average performers don’t have to practice, rehearse, or prepare very much, because most are talented enough to get by in an average way. This gives them the time they want to focus on more pleasurable pursuits, such as personal hobbies and passions away from the workplace. The work-life balance of mediocre performers is usually quite good. And they like it that way.
Being mediocre also lowers expectations for future performance so that no one depends on them at critical moments or with important challenges. Lower expectations prevent others from counting on them, adding pressure to a relatively leisurely life. They prefer a stress-free existence and want to keep it that way.
The highs and lows that top performers experience in confronting challenges and seeking growth opportunities aren’t something average performers encounter much. They enjoy the stability and predictability of similar tasks and assignments where average is acceptable, and no one gets bent out of shape when a higher bar isn’t met.
In short, these mediocre team members show up, do their average work, and go home without the expense of time or anxiety associated with improving performance. Because they don’t feel they are in competition with anyone else for accolades, average performers don’t fret or feel the sting of negative feedback. For them, criticism is best ignored or taken very lightly.
Leaders who don’t grasp that some team members choose to be mediocre on purpose have an extremely hard time managing them. They invest in these team members without much success. Over time, they accept the lower standard these team members want and enjoy.
In the process, leaders inadvertently lower expectations for the entire team. Top-performing team members quickly come to disrespect colleagues who have no desire to improve. They just ignore them. Team unity and cohesion suffer as a result.
Good leaders understand but never accept mediocrity by choice. They do their best to confront average performers and hold them accountable to the same standards everyone else is expected to reach. Those who would prefer to sit back and cruise along soon learn to raise their game or find themselves looking for other places to work.
Great teams and leaders never settle for mediocrity from anyone. Mediocrity is a virus best treated with unflinchingly high standards applied consistently.
A Daily Dispatch from the Front Lines of Leadership.
