The Epictetus Effect

Epictetus observed that: "It is inevitable if you enter into relations with people on a regular basis... that you will grow to be like them... Place an extinguished piece of coal next to a live one, and either it will cause the other one to die out, or the live one will make the other reignite... remember that if you consort with someone covered in dirt you can hardly avoid getting a little grimy yourself." This timeless wisdom holds profound implications for leaders. The standards you set, the people you surround yourself with, and the expectations you uphold will define not only your success but also the trajectory of your team.

True leadership demands commitment to high standards. This is not about setting arbitrary hurdles or creating an atmosphere of unattainable perfection. It is instead about establishing a clear and consistent framework for excellence, one that pushes individuals and the team as a whole to reach their full potential. The temptation to lower these standards is ever-present – to avoid discomfort, to appease, or to succumb to the insidious belief that "this is just how things are done here." But true leadership resists this urge and does not settle for mediocrity.

How Do You Know If Your Standards Are Truly High?

When you've been immersed in the same organisational culture for an extended period, the behaviours and routines of the workplace can become so familiar that they cease to be questioned. And you know what they say about familiarity. The fire of ambition that once burned brightly may begin to dim. This isn't necessarily a result of laziness, but rather a gradual erosion of perspective.

To counteract this, leaders must actively seek external validation.

• Look Beyond Your Own Walls: Engage with leaders in other sectors, explore best practices in different industries, and intentionally seek out alternative viewpoints and opinions that challenge your thinking. Limiting your perspective to the internal dynamics of your organisation can stifle innovation and prevent you from recognising truly exceptional performance.

• Embrace External Scrutiny: Actively seek external feedback through accreditation processes, peer reviews, and independent audits. These are invaluable opportunities to gain fresh perspectives, identify blind spots, and ensure accountability.

• Recruit with Discernment: Each new member of your team contributes to the overall culture. Prioritise candidates who demonstrate a strong work ethic, a thirst for knowledge, and a commitment to continuous improvement. A team that challenges you intellectually and pushes you to be a better leader is an invaluable asset.

• Cultivate a Culture of Inquiry: Regularly ask probing questions: "What are we tolerating that we shouldn't be?" "Where have we become complacent?" "If a new leader were to observe our team, what would they see that we no longer notice?" These questions encourage introspection and prevent the gradual erosion of standards.

• Reflect Honestly and Objectively: Self-reflection is crucial, but it's easy to fall into the trap of self-deception. Are you truly measuring yourself and your team against the highest benchmarks, or are you simply comparing yourselves to internal norms?

Leadership, Confidence, and the Ego's Allure

There exists a delicate balance between genuine confidence and unchecked ego. Confidence empowers leaders to set ambitious goals, to hold themselves and their teams accountable, and to navigate challenges with resilience. Ego, on the other hand, breeds arrogance, stifles growth, and creates an environment of fear and resentment. Confidence serves as a foundation for effective leadership; ego undermines it.

Where Are You Leading Them?

The role of a leader is not to lower the bar until everyone can comfortably clear it. It's about creating an environment where individuals are empowered to stretch beyond their perceived limitations, to embrace challenges, and to achieve extraordinary results. If your standards begin to slip, theirs will too.

The question is not merely, "Are your standards high?" but rather, "Are they high enough?" And perhaps more importantly, "Who and what are influencing those standards?" Choose wisely.