Inventing Is Messy: Why High Standards Are Contagious in Teams
The editorial staff of the school paper was divided: half complained that their features never got picked up by city news, while a couple of editors painstakingly rewrote stories, sometimes for hours, until the result shined. One night, a deadline looming, Maya shared her first draft—a meandering piece about the new cafeteria—and asked for feedback. After reading, the senior editor grinned: 'You’re halfway there, but let’s look at your ending. Would you be happy if this was on the school bulletin board for years?' Maya shook her head. Together, they recrafted the piece, sentence by sentence. She was surprised how much better her story sounded after edits, even if it took multiple late nights and she missed a few early morning alarms.
Later that month, Maya’s story got cited by a local website. She realized that high standards were not about talent, but exposure—seeing what great really looked like and learning that it always required more work than she expected. She paid it forward, offering feedback to two freshmen writers. Soon, quality spread across the staff. The process was slow, even frustrating, but the results became unmistakable and motivated everyone.
Research on high-performing organizations shows that standards are domain-specific and learned through exposure and practice—not just talent. Teams that share and teach realistic expectations about the effort behind high quality become more resilient, creative, and fun to work in.
Seek out those in your field or community who consistently deliver exceptional work, and be bold about asking for feedback or reviewing their process. Resist the urge to expect mastery too quickly, instead paying attention to how many drafts, practices, and honest critiques even the best require. If you’re leading or mentoring, share these truths with your peers or juniors, helping them build stamina and clarity about what real quality looks like. Give yourself and your team the space—and time—to push past 'good enough' and experience the satisfaction of true craftsmanship. Go for one round of feedback this week, and see what shifts.
What You'll Achieve
Raise quality in personal and group output, create a culture where constructive coaching and disciplined effort are valued, and foster lasting motivation through visible progress.
Learn to Recognize and Coach for High Standards
Expose Yourself to Exemplars.
Find someone or something in your environment with visibly high standards—a mentor, a star student, award-winning work. Observe the details they sweat, the effort they invest, and the results that set them apart.
Practice Clear, Honest Feedback.
Ask experienced peers to critique your work honestly. Push for specifics: 'What would make this actually great?' Note which improvements really changed your perception or skills.
Coach Realistic Expectations About Mastery.
When learning something new, remind yourself (and others) how much time, practice, and edits high standards require. Avoid the trap of thinking you or teammates should master skills quickly, which leads to quitting too soon.
Reflection Questions
- Who in your network sets the highest bar for quality—and what do they do differently?
- How can you ask for and give better feedback, pushing past surface-level criticism?
- When have you underestimated how long it takes to become genuinely great at something?
- What small step could you take to expose yourself or your team to higher standards this month?
Personalization Tips
- *As a writer:* You trade drafts with a top journalism student, aiming for their level of clarity.
- *For musicians:* You get lessons from a band leader and record practice sessions to spot gaps.
- *In coding:* You review pull requests from reputed engineers, learning not just how but why their code is robust.
Invent and Wander: The Collected Writings of Jeff Bezos
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