When the leaders of large brands or Government agencies are dragged in front of any parliamentary enquiry, you get the same infuriating behaviour when they are caught out, whether it be artificially inflating grocery prices and then claiming they are on special, or taking non-disclosed secret bank fees, or surge-pricing airfares and ride-sharing fees, or unethical aged care standards and practices. It is the same leadership rhetoric every time: “It is not my fault! We did not know! We broke no laws!” Or the best one, “I cannot remember!!”

Leadership, at its core, is about setting and upholding standards that define a team, organisation, or community.

A powerful concept that encapsulates this leadership responsibility is the idea that the standard you walk past is the standard you accept. This principle, famously highlighted in a 2013 speech by then-Chief of the Australian Army, Lieutenant General David Morrison, serves as a reminder that leadership extends beyond action—it includes perception, oversight, and accountability.

What a leader ignores or acts on speaks volumes about their values and priorities

What a leader acts on symbolises what they value, and what a leader ignores highlights what they do not value. Standards, disciplines, taking accountability, and role-modelling desired behaviours form the foundation for authentic, responsible, and credible leadership.

Leadership and the power of standards

Leaders shape cultures by either enforcing or neglecting standards. These standards encompass behaviour, performance, ethics, and interpersonal respect. When a leader witnesses actions or attitudes that fall short of their stated values but chooses not to intervene, they implicitly condone those actions. This silent endorsement often has a ripple effect, eroding trust, morale, and the integrity of the organisation. Even if the leader does not personally engage in such behaviour, their failure to address it signals to others that this conduct is acceptable. Over time, this fosters a toxic environment where similar behaviour proliferates, damaging relationships and undermining the team’s effectiveness. A leader’s responsibility, therefore, is not limited to reacting to crises but also to maintaining vigilance and consistency.

Leadership is about cultivating a culture where everyone knows what behaviours will not be tolerated. Not because they were caught in the act, but because the leader upholds a higher standard

The standards leaders walk past

Walking past a standard doesn’t always involve a literal situation of ignoring a problem. It can be more subtle—like prioritising profits over customer service levels or employee morale and well-being. Often a leader will flag or raise awareness about a problem but fails to act on it. It is always easier to report a problem, rather than do something about it. Inaction often stems from discomfort or fear. Addressing poor standards requires leadership action, which can be challenging. Leaders may fear alienating team members, disrupting harmony, or exposing their own lack of preparedness. Yet, leadership demands courage—the willingness to face uncomfortable truths and take decisive action when necessary.

Averting short term discomfort always results in long term team dysfunction.

The silent message of ignorance

Leadership is also about what you choose not to see. Ignorance—whether intentional or unintentional—sends a message just as powerful as action. When a leader fails to notice low morale, inequities, or lapses in performance, they risk creating an environment where team members feel invisible, undervalued, or unsupported. Leaders may not intend to perpetuate these issues, but their silence can perpetuate harm.

Balancing focus and oversight

Effective leadership requires a delicate balance between focus and oversight. Leaders must have a clear vision for the future while maintaining an acute awareness of the present. This means prioritising what matters most without losing sight of seemingly minor details that may have far-reaching implications. For example, if a leader notices a recurring issue—such as declining team engagement ratings—they must address the underlying causes rather than dismissing it as a one-time anomaly.

Team morale is always a reflection of local leadership

Building a culture of accountability

To live by the principle that the standard you walk past is the standard you accept, leaders must create an environment of accountability. This begins with what the leader role models:

1. Lead by example: Leaders must embody the standards they wish to uphold. Their actions, language, and attitudes set the tone for others. If a leader consistently demonstrates integrity, respect, and fairness, these values become ingrained in the organisational culture.

2. Encourage open communication: Team members should feel empowered to raise concerns or point out lapses in standards without fear of retribution. Leaders who actively listen and respond constructively foster trust and collaboration. Those leaders who rely on a staff survey to inform them of staff feelings and thoughts will always preside over a diminishing team culture.

3. Establish clear expectations: Ambiguity breeds inconsistency. Leaders should clearly articulate what is expected in terms of behaviour, performance, and values. Regular feedback, repetition of messages, and recognition of good practices will help reinforce standards and expectations.

4. Address issues promptly: Ignoring problems allows them to fester. Leaders must be proactive in identifying and addressing lapses in standards, even when doing so is uncomfortable or inconvenient.

5. Celebrate positive examples: Highlighting individuals or teams that exemplify the organisation’s standards reinforces those behaviours and inspires others to follow suit and shapes the desired team culture.

Conclusion

The essence of leadership lies in being vigilant and intentional about the standards you uphold. The standard you walk past is indeed the standard you accept—and what you ignore is as significant as what you see and act upon. Leadership is not merely about making bold decisions or achieving milestones; it is about cultivating an environment where integrity, accountability, and respect are non-negotiable.

Leadership Lesson

All leaders are “fish-bowled.” How they act and behave in different circumstances, what they measure and monitor, what they see and act on, and what they ignore all sends a message of what the leader believes and stands for

What you say reveals what you think
Your actions reveal what you believe

Facta Non-Verba – Deeds Not Words