Becoming a Yardstick of Excellence: Accountability, Quality, and the Mindset for Excellence
“Be a yardstick of quality. Some people aren’t used to an environment where excellence is expected.”
—Steve Jobs
Steve Jobs didn’t just want to make beautiful computers. He wanted to build a company where excellence wasn’t a lofty aspiration - it was the norm. That quote has always stuck with me for its bold simplicity and its call for a disciplined approach to leadership.
When we talk about accountability, we’re not just talking about managing tasks or enforcing deadlines. We’re talking about building a culture; one where people hold themselves and each other to a higher standard. Where performance, trust, and pride aren’t buzzwords - they’re baked into the DNA of the organization. That doesn’t happen by luck. It happens by mindset.
The truth is, accountability isn’t just something you do when things go wrong—it’s something you practice in order to make things go right.
And it starts long before the tough conversation. It begins with a belief system.
Most leaders don’t wake up thinking, “I want to tolerate mediocrity today.” But without the right mindset and tools, that’s exactly what can start to happen.
We let things slide. We avoid conversations that might feel uncomfortable. We rationalize, delay, or distract. Not because we’re lazy, but because we’re human - and holding others accountable often feels risky. We worry about offending someone, damaging a relationship, or stirring up conflict. So instead, we build quiet resentments or pass the responsibility around. Over time, these moments add up - not just to missed deadlines, but to a culture that tolerates less than what it should.
This week, I sat down with my Chamber staff as we prepare to make some big moves over the next 15 months. I shared three key thoughts with them:
I believe you are some of the most talented professionals in the region—and the state—in your areas of expertise. That’s not flattery; it’s fact. And with that talent comes the responsibility to lead by example.
Do not compare yourselves with subpar actors. Never let your sense of progress be determined by the lowest common denominator and mediocre actors. We don’t set the bar by what others are getting away with - we set it by what we know we’re capable of.
While I don’t want you lowering your standards just to “get by,” I also want you to lift your eyes. Set your sights on something greater - a bolder vision of what we could accomplish, a new frontier for this chamber and what is possible. The goal isn’t just to meet expectations; it’s to redefine them.
It was a simple conversation, but it reminded me how easy it is for even strong teams to drift into “good enough.” Excellence doesn’t happen by coasting, it happens by choice. It’s not about pressure. It’s about presence and purpose.
That’s where the concept of “being a yardstick of quality” becomes a leadership anchor. It’s not about being rigid or critical. It’s about being clear. Clear about what good looks like. Clear about what happens when expectations aren’t met. And clear about the fact that accountability isn’t a punishment, it’s an investment in your people.
In today’s workplace, the absence of accountability can be felt almost immediately. According to research, nearly 80% of employees say a lack of accountability is one of their top frustrations at work. And on the flip side, teams that prioritize accountability report higher engagement, faster innovation, and longer retention.
But here's the twist: most accountability breakdowns don’t happen because people are bad or lazy. They happen because people aren’t sure what’s expected - or they aren’t supported in how to get there. When we shift our focus from blame to clarity, and from punishment to partnership, something changes.
If you want to create a team - or an organization - where people consistently do their best work, you have to make accountability a regular part of the rhythm, not just something that shows up in a crisis.
It also requires leaders to model the kind of behavior they expect. The tone you set becomes the culture you get. If your team sees you avoiding conflict, they’ll avoid it too. If they see you handling accountability with grace, they’ll rise to meet it.
So how do we start? First, we embrace the mindset that accountability isn’t a one-time act - it’s a culture you build, conversation by conversation. Second, we equip ourselves and our teams with the tools to do it well. That means getting curious, listening deeply, speaking clearly, and staying anchored in respect. And third, we stay consistent.
As Jan Carlzon, former CEO of Scandinavian Airlines, said, “Culture is built in the thousand moments of truth.” A turnaround expert known for transforming customer service and leadership culture, Carlzon understood that it’s in these small, everyday decisions - how we respond to a missed deadline, how we hold a teammate accountable, how we reinforce expectations - that an organization’s true culture is either strengthened or silently eroded.
Because excellence isn’t an accident. It’s a mindset. A skill. And most importantly, a choice.
