Why We Have Low Standards
Parrish argues that commitment to quality requires setting explicit standards and addressing work that falls short. He illustrates the point with Zhang Ruimin’s destruction of defective refrigerators.
THE IDEA
Most of the time when we accept substandard work from ourselves, it’s because we don’t really care about it. We tell ourselves it’s good enough, or the best we can manage given our time constraints. But the truth is, at least in this particular thing, we’re not committed to excellence.
When we accept substandard work from others, it’s for the same reason: we’re not all in. When you’re committed to excellence, you don’t let anyone on your team half-ass it. You set the bar, you set it high, and you expect anyone working with you to work just as hard and level up to what you expect or above. Anything less is unacceptable.
When Zhang Ruimin took over as CEO at the Qingdao Refrigerator Plant, the precursor to the appliance company Haier, the company was close to failure. To send a clear signal to his new employees, Ruimin gathered them outside to witness seventy-six substandard refrigerators smashed to pieces by a sledgehammer. Ruimin kept a sledgehammer in a glass case in the boardroom for the remainder of his tenure, as a symbol of the high standard he expected from the company.2
When to use it
A project manager sets explicit quality benchmarks for deliverables and refuses to accept incomplete or sloppy work, reinforcing the team's commitment to excellence.
An individual recognizes they've been cutting corners on a personal project and decides to redo the work to meet a higher standard of quality.
A department head publishes clear quality criteria and reviews deliverables against them, making the expected standard visible.
FROM THEORY TO EVERYDAY LIFE
In practice
Zhang Ruimin and Haier's Substandard Refrigerators
When Zhang Ruimin took over the failing Qingdao Refrigerator Plant, he gathered employees and smashed 76 substandard refrigerators with a sledgehammer to symbolize the firm's commitment to quality. The sledgehammer remained on display in the boardroom as a reminder of the high standard expected.
A MOMENT TO REFLECT
Put it to work.
In what areas of my life am I accepting substandard work from myself? Why?
How can I demonstrate commitment to excellence with my team, similar to Ruimin's sledgehammer?
What standard am I setting for others, and am I holding them accountable?
CONTINUE THE CONVERSATION
Source texts
- Clear Thinking Turning Ordinary Moments into Extraordinary Results (Shane Parrish)