Balancing High Standards With Collaboration

Situation

In his early career, Will Larson found himself in a challenging position where his attempts to enforce high standards were creating friction with colleagues. Despite his genuine intentions to improve quality and hold others accountable, he was frequently labeled as "difficult to work with" or "combative" by peers.

• Will believed he was simply upholding the values that companies claimed to prioritize
• He was genuinely committed to maintaining high standards and quality
• There was a disconnect between his intentions and how others perceived his approach
• This pattern became a recurring obstacle in his professional relationships

Actions

• Will continued to push for high standards, believing this was the right approach
• He attempted to hold peers accountable to what he considered appropriate quality levels
• He operated under the assumption that since companies claimed to value "high standards" and "honesty," his approach should be welcomed
• He wrote a piece called "Hard to Work With" reflecting on this experience and the lessons learned

Results

• Will was frequently viewed as "combative" despite his intentions
• His effectiveness was limited by relationship friction
• He eventually recognized this as a pattern that was holding him back
• The experience led to personal growth and a more nuanced understanding of workplace dynamics
• Will identified this as a common pattern affecting many talented, hardworking professionals

Key Lessons

• Balance accountability with relationship-building: High standards must be paired with collaborative approaches to be effective.

• Recognize the implementation gap: There's often a disconnect between the values companies claim to uphold and how they actually operate day-to-day.

• Perception matters as much as intention: Even when your goal is improving quality, how you communicate standards affects whether people will follow them.

• Adapt your approach to the culture: Different organizations have different tolerances for direct feedback and accountability.

• Care can backfire without tact: People who care deeply about quality can sometimes be "despised because they care so much" if they don't balance that care with interpersonal skills.

• Career progression requires relationship skills: Technical excellence and high standards alone aren't enough to advance - you need to bring people along with you.

• Self-awareness is crucial: Understanding how your accountability style affects others is essential for leadership effectiveness.