Chapter 1: The Essence of High Standards

In various fields such as sports and business, numerous successful teams serve as prime examples. A wealth of literature examines the essential components required to nurture a culture conducive to success. This article zeroes in on one fundamental concept: the commitment to doing one's best.

This principle is not novel; it has roots in Stoic philosophy. Epictetus famously stated:

“Remember that you are an actor in a play determined by the author: if short, then short; if long, then long. If he wants you to act as a beggar, then act even that with excellence, just as a cripple, a ruler, or a citizen. Because that is your objective: to act the role that is given to you well. To select the role is up to someone else.”

This notion remains relevant today, as we often navigate different roles throughout our lives, whether in sports or business. The recurring theme is to excel in each role, an aspect we can control. Stoicism frequently emphasizes the importance of focusing on what we can manage. By consistently applying ourselves to achieve excellence in all our roles, we often observe significant positive effects in other life areas. People take notice, results gradually improve, and cultures evolve.

Recently, I came across an insightful article about the remarkably successful Mercedes Formula 1 team, penned by Anita Elberse in the Harvard Business Review. The following anecdote exemplifies the principle under discussion:

“Wolff is a self-admitted stickler for even the smallest details. He told me that when he first visited the Mercedes team’s factory in Brackley, England, he walked into the lobby and sat down to wait for the team principal he would come to replace. 'On the table were a crumpled Daily Mail newspaper from the week before and two old paper coffee cups,' Wolff recalled. 'I went up to the office to meet him, and at the end of our conversation I said, ‘I look forward to working together. But just one thing — that reception area doesn’t say “F1,” and that’s where it needs to start if we want to win.’ He said, ‘It’s the engineering that makes us win,’ and I replied, ‘No, it’s the attitude. It all starts with an attention to detail.’””

Successful individuals and teams often exhibit insight, diligence, and discipline. However, Wolff emphasizes an often-overlooked aspect: instilling high standards across all facets of his team, starting with the smallest details.

This idea resonates with the All Blacks Rugby team, as discussed in James Kerr's excellent book "Legacy." Kerr notes:

“Successful leaders balance pride with humility: absolute pride in performance; total humility before the magnitude of the task.”

The key takeaway about performance is that it extends beyond the rugby field. Kerr explains that the All Blacks' success begins in the locker room.

“While the country is still watching replays and school kids lie in bed dreaming of All Black’s glory, the team is tidying up after themselves. Sweeping the sheds. Doing it properly. So no one else has to. Because no one looks after the All Blacks; the All Blacks look after themselves.”

The All Blacks excel at maintaining their environment. Their commitment to excellence in these foundational tasks fosters a culture of excellence that permeates all aspects of their performance—training, nutrition, rest, mental resilience, and overall attitude.

Jim Collins, in his insightful book “Good to Great,” explores the traits of successful leaders and enduring businesses. He introduces the concept of Level 5 Leaders, who embody a unique blend of personal humility and professional resolve. Such leaders often set remarkably high personal standards, which inspires others to elevate their own performance, resulting in a culture of excellence. Collins remarks:

“Every 10Xer we studied aimed for much more than just ‘becoming successful.’ They didn’t define themselves by money. They didn’t define themselves by fame. They didn’t define themselves by power. They defined themselves by impact and contribution and purpose.”

By diligently pursuing high standards in their contributions and purpose, rather than fixating on profits and power, they often stumble upon success as a by-product rather than an end goal.

“The big question about how people behave is whether they’ve got an Inner Scorecard or an Outer Scorecard. It helps if you can be satisfied with an Inner Scorecard.” — Warren Buffett

While we haven’t delved into how we measure success in this discussion, the theme of setting high standards, even in the most trivial matters, is evident. When we strive for excellence in both minor and significant aspects of life or sport, it is likely to influence more substantial elements over time.

Chapter 2: Insights from Successful Leaders

In this video titled "Building a Culture of Success," Mark Wilson emphasizes the importance of fostering a supportive environment that encourages growth and achievement. He discusses practical strategies that organizations can implement to cultivate a success-driven culture.

Charles O'Reilly shares insights in "How to Create a Culture of Success," where he explores the essential elements that contribute to a thriving organizational culture. He highlights the significance of values, leadership, and collective commitment to excellence.