When High Standards Start Hurting Performance // TRAIN BRAIN

When High Standards Start Hurting Performance

Can a leader’s high standards actually slow an organization down?
Chewy CEO Sumit Singh reflects on a lesson from his own tenure: Pairing high standards with impatience can create an intensity that eventually becomes counterproductive.
HBR Executive subscribers can watch the full interview here: https://s.hbr.org/4rLeF3L

Harvard Business Review

At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, custome...

When High Standards Start Hurting Performance

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