When I started my first role as a manager, I made the same mistake many first-time leaders make; I accepted sub-par performance, and it didn’t end well.
In the early 2000s, they promoted me to Duty Manager at a five-star hotel in Sydney, Australia—a role I had wanted for a while. I remember taking the massive set of keys, clueless about what most of them opened, and thinking, “I’ve made it!”
Initially, my top priority was to be liked by everyone. I didn’t want to be that egotistical, annoying boss barking orders. So, I cut a lot of slack—too much slack.
With the freedom I offered came a game of pushing boundaries and slacking on performance standards, one I didn’t understand. I thought with a bit more breathing space, everyone would do the right thing.
Boundary inflation
The first time someone tested boundaries, they showed up late. I let it slide—a move the others who had to fill the gap noticed. The next day, the same person was late again, and I let it slide once more. Soon enough, the behavior spread, and several team members began arriving 15 minutes late. It became the new performance norm.
The A players behaved differently though. The breathing space I had afforded with goodwill became a green light for turning up 10-15 minutes late, but the A players kept turning up on time—at least for a while.
Over time, they grew frustrated too. While some started doing less, others began searching for new jobs. Eventually, I held the keys to a hotel with a full house of B&C players wondering where it all went wrong.
Performance Free-For-All
I made the classic rookie mistake of not setting expectations or boundaries and holding people accountable. Freedom without boundaries becomes a free-for-all and doesn’t serve the team. Unknowingly, I let my best players down by piling extra work on them and allowing a culture of mediocrity.
The harsh truth I learned is that leadership isn’t about being liked; it’s about setting the stage for excellence. Boundaries and expectations are your best mates.
To avoid the common mistake I made, don’t just hold the keys—unlock the potential of your team.
About the author: Rob Paterson has almost 2 decades of C-Suite experience including serving as CEO of Best Western Hotels Great Britain, a role he occupied for nearly 4 years. He now resides in the US running workshops and speaking professionally on leadership topics. Schedule a call to learn more about how Rob can help elevate your and your company’s performance.