One of my clients has a simple communication rule: the senior account executive must be included on all communications relating to his or her accounts. Team members know this means copying them on emails and keeping them informed of important conversations.
Simple enough.
Yet most of the communication breakdowns on this team stem from ignoring this one expectation.
Why?
Not because people don’t understand the rule.
Because one person has decided it doesn’t apply to him.
We’ll call him Jack.
Jack is highly skilled and well respected for his technical expertise. He also has a habit of excluding the senior account executive from important client communications, despite knowing exactly what is expected.
His problem isn’t a lack of ability.
It’s a lack of discipline.
One of the most common mistakes leaders make is assuming that exceptional performers deserve greater freedom to ignore organizational expectations. In reality, the opposite is often true. The more influence someone has, the more important it is that they model the behaviors the organization values.
Independence and creativity are tremendous strengths. But when they become independence from agreed-upon standards, they begin to erode trust rather than build it.
As a leader, you may have similar situations in your own organization. A highly capable employee consistently ignores communication protocols, bypasses processes, or dismisses expectations that everyone else follows.
The question isn’t whether that person is talented.
The question is what message you’re sending by allowing the behavior to continue.
Employees quickly notice when “rock stars” are permitted to operate by a different set of rules. Before long, accountability begins to weaken, resentment grows, and culture starts to suffer.
Technical skills can be developed.
Judgment, humility, and accountability require far more intentional leadership.
Something to think about: What behaviors are you willing to overlook because someone is exceptionally good at what they do—and what message does that send to everyone else?
High performers don’t earn the right to ignore standards. They have a greater responsibility to uphold them.
“Culture eats strategy for breakfast.”
– Peter Drucker
Header image by Mizuno K/Pexels.
