When You Need to Tighten Standards You Let Slide Too Long

At some point, every leader realizes they have let something slide too long.

The flexible deadline that shouldn't be. The status meeting that lost its value. The manager doing just enough.

By the time you notice the pattern, it’s the norm for the team. That’s why resetting expectations feels hard because it feels like moving goalposts or becoming the bad guy for enforcing standards you should have held months ago.

So leaders do what feels easier in the moment. They tolerate it, fix issues around it, and hope it self-corrects. But it doesn’t. The gap only grows.

When I coach senior leaders, I hear the same hesitations:
“It’ll feel unfair if I crack down now.”
“If I reset expectations, it will look like I changed the rules.”
“If I push harder, I will lose the goodwill I have.”

Underneath all of that, you know the current standard is not serving the team. You also know you have contributed to it by not addressing it sooner.

The good news is you can reset without blowing up trust, but it requires you to do something most leaders skip. You have to own your part.

A reset conversation sounds like this:

1st, explain the issue and your role: “I’ve noticed our standard around X has slipped. That’s on me. I haven't been clear about what good looks like and let things slide I should have addressed sooner.”

2nd, define the expectation clearly: “Here’s the standard going forward. This is what good looks like and this is what is no longer acceptable.”

3rd, explain the why: “This matters because of how it impacts the rest of the business. We can’t operate this way and still hit our goals.”

4th, create a runway: “I don’t expect an overnight shift. Over the next 30 days, here’s what I’ll be looking for. Let’s check in weekly to adjust as needed.”

You aren't apologizing for having standards. You’re taking responsibility for not clarifying them sooner. Most people can handle a higher bar; they just resent surprises and a lack of ownership.

For executives, this is not just about one team. It’s about culture.

If you keep tolerating gaps between what you say and what you allow, the organization learns that your real standard is whatever you ignore. If you are willing to own your part and reset, the organization learns something different: standards can tighten without blame and accountability can be fair and caring at the same time.

If there is one place to start this week, look for the expectation you have been frustrated about the longest but have never clearly reset.

Then ask yourself: Have I actually stated the expectation, owned my part, and given people a real chance to rise to it? If not, that is your next leadership conversation.