High-Road Leadership – Why Lowering Your Standards Isn’t Kind, It’s Confusing
- Brainz Magazine
- Nov 27, 2025
- 4 min read
Dr. Stacy McCracken is a global speaker, leadership strategist, and innovation expert who helps leaders and teams think bigger, lead smarter, and thrive through change. Through her IMPACT Experience™, she equips organizations to unlock innovation, build trust, and turn human potential into extraordinary results.
That quote stopped me mid-scroll. While I may not have cheered for Nick the football coach (I’m an Auburn grad, War Eagle!), I couldn’t ignore the truth behind his words. In leadership, we often confuse kindness with comfort. We soften feedback to avoid tension, lower expectations to keep the peace, or stay quiet when we know clarity is what’s really needed. But here’s the thing: lowering your standards isn’t kind, it’s confusing.
“Mediocre people don’t like high achievers, and high achievers don’t like mediocre people.” – Nick Saban
Clarity is kindness – Ambiguity is an energy drain
Early in my career as a young leader, I thought empathy meant easing pressure. If a team member was struggling, I’d overextend myself to make things easier, “helping” them succeed.
It took years to realize that my version of kindness wasn’t serving anyone. I was allowing individuals on my team to be mediocre while holding myself to a different standard. When we protect people from discomfort, we also protect them from growth.
My expectations needed to be more explicit. Too often, leaders confuse vague with nice. They hold back from being clear, thinking they’re being flexible or kind. But vague feedback and fuzzy goals don’t build trust, they drain energy.
Without clarity, teams spin.
Meetings get murky.
Priorities shift.
People disengage, not because they don’t care, but because they don’t know what’s expected.
They spiral toward mediocrity.
Why it matters
According to Gallup, only 47% of employees strongly agree they know what’s expected of them at work. That means over half are unclear.
Unclear expectations don’t just drain morale, they also stall innovation, accountability, and trust, the very foundations of high-performing teams. In other words, it’s a performance killer.
Clarity doesn’t mean rigidity
Clarity means intention. It means ensuring your team knows what matters, why it matters, and how their work contributes to it.
True kindness in leadership means being clear about expectations, goals, and standards, and consistent in holding people capable of meeting them accountable.
Clarity isn’t cold, it’s compassionate. It gives people the dignity of direction.
High-road leaders don’t confuse empathy with evasion
John Maxwell teaches that high-road leaders take the high road even when others don’t. They lead with integrity, not impulse.
High-road leaders strive for high performance, they don’t match the tone of negativity or retreat into silence when things get hard. They model courage through clarity.
They also have the humility to tell the truth with care. They don’t weaponize feedback, that’s the move of a mediocre, low-road leader. Low-road leaders trade clarity for comfort. Their choices diminish trust and credibility.
Integrity, humility, and excellence
When we look at what separates high-road leaders and high achievers from the rest, three qualities always rise to the top:
Integrity over impulse. High-road leaders and high achievers choose clarity over convenience. They act on principles, not reactions. They hold the line, not to be rigid, but to be reliable.
Humility in discomfort. They recognize that empathy isn’t avoidance. It’s courage paired with grace, the willingness to tell the truth in ways that help others grow.
Commitment to excellence. They see high standards not as intimidation, but as inspiration. Their goal isn’t to make others feel small, it’s to help them rise.
High standards aren’t harsh, they’re clear
Leaders who set a high bar don’t do it because they’re demanding, they do it because they care. They care about their team, the organization, and their customers.
When expectations are clear, people know what success looks like. They can rise to the challenge instead of guessing what’s “good enough.”
Kindness without clarity creates confusion. Kindness with clarity creates confidence.
The high road is hard, and that’s the point
Taking the high road doesn’t make you perfect, it makes you purposeful. It’s not the easy road, but it’s the one that builds trust, respect, and long-term results.
High-road leaders protect their character. High achievers keep learning and raising the bar. And when they do, they give everyone around them permission to do the same.
In a world that rewards speed and surface-level success, high-road leadership is a quiet rebellion. If you’ve ever felt pressure to lower your standards to fit in, remember this:
You’re not the problem. Perhaps the room, and the standards in it, are. Stay curious. Stay clear. Take the high road. And help others rise to meet you there.
Ready to strengthen your clarity and confidence as a leader?
The high road is where clarity meets courage. High-road, high-achieving leaders build cultures where individuals are excited to engage, united by shared purpose, and guided by clear expectations. Integrity, trust, openness, and a willingness to experiment and even fail are hallmarks of these environments.
If you’re ready to strengthen your skills in high-road leadership, seek out spaces, coaches, and mentors who challenge you to grow, not just agree. Surround yourself with those who help you uncover blind spots, expand perspective, and build habits of courageous clarity.
One way to start is by joining a Leadership Roundtable, a focused conversation designed to help leaders exchange insights, strengthen accountability, and gain fresh perspectives in a supportive, high-standard environment.
Whether through mentorship, leadership development programs, or peer roundtables, surround yourself with people who hold you capable, not comfortable. That’s where high-road leadership is forged, and where high achievers thrive.
What could shift in your team, or your life, if you chose clarity over comfort this week?
Read more from Dr. Stacy McCracken
Dr. Stacy McCracken, Leadership Strategist and Innovation Expert
Dr. Stacy McCracken began her career as an engineer leading change in manufacturing plants, where she discovered that real innovation starts with people. Known for her bias for action and comfort with ambiguity, she helps leaders gain clarity, navigate change, and accelerate results. Having seen firsthand how ineffective leadership destroys morale, wastes resources, and erodes trust, Stacy brings a grounded understanding to her work as a global speaker and leadership strategist. Through Impact and Lead and her IMPACT Experience™, she helps organizations build trust, spark innovation, and turn human potential into extraordinary results.
