I have very high expectations not only for myself, but also for those that I manage. I constantly must remind myself not to let perfection be the enemy of completion. There are times when good enough is, indeed, enough. And for those times when excellence is required, make it known. Whether at home or work, I have learned that having high standards is not a problem if we do one key thing: communicate.
The best way to teach is to demonstrate. Training is key for new hires, but also for daily routines. If the folks we manage see the boss cut corners, that implies they can, too. Especially in agriculture, as this is the cornerstone of safety culture. Do it right, every time. Similarly, we must define zero tolerance. Whether it is in animal care or homework completion, boundaries must be established from the onset and consequences enforced.
Feedback and communication provide clarity. When does the task need to be done? Allow autonomy whenever possible. Just because I need the stalls cleaned does not mean they have to be done right now. Few people like to be micromanaged. And, in my opinion, that is redundancy in headcount. If you cannot trust your people to do the job, then you need to determine who’s the wrong fit: you as the leader or the person that you’ve assigned to the task. Maybe that employee is a better fit in the parlor, or maybe that child should fold laundry instead of loading the dishwasher. Or maybe you need to think about your own trust issues and willingness to support without being overreaching.
High standards can be successful with high transparency. Perhaps the better statement is: “If you want it done right, define right.”
The author grew up on a Florida dairy farm, obtained a bachelor’s degree in chemical engineering from the University of South Florida and has spent her career in dairy processing. She now serves as business development manager for North America with Bunge. Erin and her husband live in St. Louis, Mo., with their three children. Her personal mantra is “Be Bold.”
