If you don’t set a baseline standard for what you’ll accept in your life, you’ll find it’s easy to slip into behaviors and attitudes or a quality of life that’s far below what you deserve.

If you don't set a baseline standard for what you'll accept in life, you'll find it's easy to slip into behaviours and attitudes or a quality of life that's far below what you deserve.

when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate. When setting expectations, no matter what has been said or written, if substandard performance is accepted and no one is held accountable — if

It’s your life — but only if you make it so. The standards by which you live must be your own standards, your own values, your own convictions in regard to what is right and wrong, what is true and false, what is important and what is trivial. When you adopt the standards and the values of someone else or a community or a pressure group, you surrender your own integrity. You become, to the extent of your surrender, less of a human being.

Your life will not magically exceed your standards. Improve your boundaries and life improves too.

In every area of life, you get what you tolerate. And it’s time to raise the standard.

Hold yourself to your standard.

"Letting your customers set your standards is a dangerous game, because the race to the bottom is pretty easy to win. Setting your own standards — and living up to them — is a better way to profit. Not to mention a better way to make your day worth all the effort you put into it." -

When setting expectations, no matter what has been said or written, if substandard performance is accepted and no one is held accountable — if there are no consequences — that poor performance becomes the new standard.

It’s such a cliché, sweet peas, but it’s true: you must set boundaries. Fucked up people will try to tell you otherwise, but boundaries have nothing to do with whether you love someone or not. They are not judgments, punishments or betrayals. They are a purely peaceable thing: the basic principles you identify for yourself that define the behaviors that you will tolerate from others, as well as the responses you will have to those behaviors. Boundaries teach people how to treat you and they teach you how to respect yourself. In a perfect world, our parents model healthy personal boundaries for us. In your worlds, you must model them for your parents — for whom boundaries have either never been in place or have gone gravely askew.

Emotionally healthy people sometimes behave badly. They lose their tempers, say things they either shouldn’t have said or could have said better, and occasionally allow their hurt or fear or anger to compel them to act in inappropriate, unkind, or overall jackass ways. They eventually acknowledge this and make amends. They are imperfect, but essentially capable of discerning which of their behaviors are destructive and unreasonable and they attempt to change them, even if they don’t wholly succeed. That’s called being human.

The first thing to understand is that just because somebody interviewed well and reference-checked great, that does not mean she will perform superbly in your company. There are two kinds of cultures in this world: cultures where what you do matters and cultures where all that matters is who you are. You can be the former or you can suck. You must hold your people to a high standard, but what is that standard? I discussed this in the section “Old People.” In addition, keep the following in mind: You did not know everything when you hired her. While it feels awkward, it is perfectly reasonable to change and raise your standards as you learn more about what’s needed and what’s competitive in your industry. You must get leverage. Early on, it’s natural to spend a great deal of time integrating and orienting an executive. However, if you find yourself as busy as you were with that function before you hired or promoted the executive, then she is below standard. As CEO, you can do very little employee development. One of the most depressing lessons of my career when I became CEO was that I could not develop the people who reported to me. The demands of the job made it such that the people who reported to me had to be 99 percent ready to perform. Unlike when I ran a function or was a general manager, there was no time to develop raw talent. That can and must be done elsewhere in the company, but not at the executive level. If someone needs lots of training, she is below standard.

There will be only one standard, the standard of survival at all cost, and it will be up to you to say at what price survival.Hold your head high, and if you are going to go down, go down knowing you have not in any way compromised your soul.

I will be ruthless in ridding the army of people who cannot live up to its values. And I need everyone of you to support me in achieving this. The standard you walk past, is the standard you accept. that goes for all of us, but especially those, who by their rank, have a leadership role. NB While on Q & A, ABC TV on 1st February 2016, Australian of the Year, Lieutenant General David Lindsay Morrison attributed; "The standard you walk by is the standard you accept"; to David ­Hurley, former Chief, Australian Defence Force, explaining the quote; " ... doesn't belong to me or [my former speechwriter] Cate McGregor, it belongs to the Governor of New South Wales, David Hurley."

To accomplish anything whatsoever one must have standards. None have yet accomplished anything without them.