when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate.

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

not what you preach, it’s what you tolerate.

It’s not what you preach, it’s what you tolerate.

When leaders who epitomize Extreme Ownership drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate.

My Standard of Performance — the values and beliefs within it — guided everything I did in my work at San Francisco and are defined as follows: Exhibit a ferocious and intelligently applied work ethic directed at continual improvement; demonstrate respect for each person in the organization and the work he or she does; be deeply committed to learning and teaching, which means increasing my own expertise; be fair; demonstrate character; honor the direct connection between details and improvement, and relentlessly seek the latter; show self-control, especially where it counts most — under pressure; demonstrate and prize loyalty; use positive language and have a positive attitude; take pride in my effort as an entity separate from the result of that effort; be willing to go the extra distance for the organization; deal appropriately with victory and defeat, adulation and humiliation (don’t get crazy with victory nor dysfunctional with loss); promote internal communication that is both open and substantive (especially under stress); seek poise in myself and those I lead; put the team’s welfare and priorities ahead of my own; maintain an ongoing level of concentration and focus that is abnormally high; and make sacrifice and commitment the organization’s trademark.

You get what you tolerate.

In Extreme Ownership, chapter 2, “No Bad Teams, Only Bad Leaders,” we wrote that “when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate.

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

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 is much more difficult to measure non-performance than performance. Performance stands out like a ton of diamonds. Non-performance can almost always be explained away.

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."

Insiders are not helpless, nor are you. In every area of life, you get what you tolerate. And it’s time to raise the standard.

Think how much better it is to criticize conventional customs if you yourself live up to them, scrupulously. Then people can't say you're attacking them to excuse your own infractions. Yes, I've heard that plea.... To word it differently, 'You must live up to the popular code if you believe in it; but if you don't believe in it, then you must live up to it!'