This part stuck out me: "It’s a truism that you always want to hire folks with very high standards, but I’ve seen a staggering number of folks fail in an organ

This part stuck out me: "It’s a truism that you always want to hire folks with very high standards, but I’ve seen a staggering number of folks fail in an organization primarily because they want to hold others to a higher standard than their organization’s management is willing to enforce" Throughout the article the author talks about underperformers but whose standards are they underperforming by? The company/management's or the authors? If the "underperformers" are in fact performing adequately by management's standards, just not by the author's then it is in fact a relationship problem because it's the author forcing their view of performance on others. If they want to have higher standards for themselves fair enough, but other people didn't sign up or agree to those standards. You can encourage them to do so but it's completely unreasonable to expect them to meet your standards (rather than the companies) and then complain to their manager when they don't. I'm not saying this is the case in all of these situations. But author openly states they're a workaholic who has higher standards for those around them than the organization does. And that's very much a problem of their own creation, not a problem caused by those around them.