Taking the Lead on Quality
This month, we have been talking a lot about quality—on our podcast, with clients, and in coaching conversations. It’s funny how these themes, chosen months ago, suddenly start showing up everywhere. Are we simply more attuned to it now? Or are we somehow inviting these reminders into our world?
Defining quality can seem elusive—until you experience it. I know it when I see it. Or hear it. Or ride in it. It’s that unmistakable sense of excellence when all the elements come together just right. And that’s what I and Seasons Leadership are all about—bringing that level of intention and excellence into how we lead.
Quality is obvious, especially when it’s missing.
Quality has been top of mind for another reason: I keep running into examples of what happens when it’s missing. Whether it's in customer service, communication, or day-to-day interactions, I’ve noticed less quality and a rise in box-checking and transactional behavior. Many people seem to be doing the bare minimum, even when a simple shift—like a warm greeting or a helpful suggestion—could elevate the experience without adding effort or cost.
It's obvious these people aren’t satisfied with their jobs, and when I am able to connect on a deeper level, I often hear, “They don’t pay me enough to go out of my way.” Fair enough. But that answer reveals something deeper—a sense of disengagement. It’s not just about pay; it’s about feeling disconnected from purpose, unrecognized, or uninspired to care beyond the task.
Where does that mindset come from? Often it starts with how people are led. Many frontline workers feel unseen or undervalued. Their leaders may not invest in them, assuming they’re temporary or limited in capability. Instead, they give them checklists and metrics and keep them in their lane. Dig a little deeper, and you may find that those managers are being treated the same way by their leaders.
And there it is: the real root of the problem.
Quality doesn’t break at the bottom—it breaks at the top.
Quality is everyone’s responsibility.
That’s why leading quality matters so much. It’s not something you can inspect in or fix at the end of a process. It starts with the leader—modeling excellence, setting the tone, and building a culture where quality is expected, supported, and recognized.
I’ll never forget a conversation I had with an employee new to our organization about a process my group had created to drive consistency and quality in our large, complex organization. It was meant to ensure the right inputs were gathered before decisions were made. One day, a decision had to be delayed because several key functional groups hadn’t been included.
When I asked the new employee if they had followed the process, they said, “Yes.” That was true—but it turned out it was part of the problem as well. I followed up: “Did you realize those groups’ inputs were missing?” Their answer was revealing: “Yes. But I knew if I followed the process, I couldn’t get in trouble—so that’s what I did.”
That moment stuck with me. It wasn’t that the employee lacked the awareness to spot the issue—they did. But they didn’t feel responsible for solving it. They didn’t see the value in going beyond the process, and more importantly, they didn’t believe they’d be rewarded—or encouraged—to do so. Their mindset was: “I don’t have to care as long as I follow the rules.”
This kind of mindset is a quiet but powerful threat to quality. Sometimes, poor quality isn’t the result of a lack of skill or training—it stems from disengagement and indifference. When people feel disconnected from purpose, unseen by their leaders, or unmotivated by their work environment, they can stop caring. And when that happens, even the best-designed processes (and none are perfect!) can't compensate for what’s missing: ownership, pride, and a sense of contribution. At the end of the day, each of us is building a personal brand—one that speaks louder than any title or paycheck.
That’s why I took the opportunity to take the lead on quality and go deeper in that moment with that employee. I shared our team’s purpose and how we fit into the broader business picture. I explained our principles and practices—not just what we do, but why we do it. I emphasized that the processes we created are meant to help us deliver quality results—but they aren’t perfect. We rely on each member of our team to improve them when something isn’t working or when the context changes. That’s what continuous improvement looks like. Every person on the team matters, and the work we do impacts all of us—and the business.
Quality is built into the culture.
Reflecting on that moment—and many like it—I’ve come to believe that poor quality often has less to do with individual capability and more to do with the environment. Sometimes, it’s a lack of training or clarity. Other times, it’s the absence of leadership. But often, it’s disengagement. People don’t see how their work fits into the bigger picture, or they’ve been conditioned to believe that staying inside the lines is safer than stepping up.
Leaders may not be solely responsible for disengagement, but they have immense influence over the environment that shapes it. By setting a clear intention around quality, modeling it in their own behavior, and providing the necessary tools, resources, and support systems, leaders create the conditions where excellence can thrive. They help others see how their contributions matter—and inspire them to care. When people feel that connection, quality becomes more than a metric; it becomes a shared value.
How we do anything is how we do everything.
Throughout my career, I’ve held myself to that standard. I’ve never been satisfied with “good enough,” because I believe how we do anything is how we do everything. I strive to lead with integrity, deliver with excellence, and treat every interaction as a reflection of my values. That’s what leading quality means to me. It starts with the choices I make—and the example I set.
I challenge you to ask yourself: What kind of leader do you want to be known as? Do you want to be known as someone who consistently delivers quality or someone who does the minimum and checks the box?
I know my answer. I choose to take the lead on quality in every situation.
Because it brings meaning and pride to my work. Because people know they can count on me.
Because doing the right thing may take effort—but not doing it always costs more.
