RAISING the BAR

In this 9-minute and 17-second episode, I explore the 'Triple High Strategy' of paying employees exceptionally well, managing them effectively, and setting high expectations. I want to challenge you to raise the bar, avoid mediocrity in the middle of the bell curve, and thrive in a competitive landscape. During our conversation, I provide compelling data supporting the benefits of higher wages, effective management, and high expectations. Additionally, I illustrate how these elements contribute to higher levels of employee engagement, productivity, and overall business success.

 Tim Windsor
 the UNCOMMODiFiED Podcast – Host & Guide
 tim@uncommodified.com
 https://uncommodified.com/
 
 PRODUCERS: Kris MacQueen & Alyne Gagne
 MUSIC BY: https://themacqueens.com

Transcript

PLEASE NOTE: UNCOMMODiFiED Podcast episode transcriptions are raw text files and have not been proofed or edited. They are what they are … Happy Reading.

© UNCOMMODiFiED & TIM WINDSOR

Welcome back to the Uncommodified podcast, I am Tim Windsor, and it’s time for me to speak up and out about one of my controversial and crucial business philosophies: The Triple-High Strategy of paying your employees high, managing them high, and demanding high performance. You think it’s too much? You think it’s risky? I say it’s the only way to stay relevant in a world where mediocrity and occupying the middle of the bell curve will be disastrous for you and your business.

Listen, people are terrified of raising the bar. They’re scared that if they pay more, they’ll go bankrupt; if they manage harder, they’ll lose their teams; if they expect more, they’ll burn people out. But here’s the thing: playing it safe is a one-way ticket to failure. People are not lowering their expectations, and neither are you? So, buckle up, because I am about to dismantle your fears and show you why raising the stakes is the only way forward.

# 1 Pay High: Bet Huge or Go Home 

Let’s dive into the first—and arguably the most feared—pillar in this triple high strategy: Pay High. Let’s not sugarcoat this. Business owners love to squeeze margins, cut costs, and hope their employees don’t notice they’re underpaid. Well, guess what? They notice. And they’re leaving you for your competitors and other companies who understand that compensation isn’t just about numbers—it’s about respect.

Now, I can hear the critics already: 'But we can’t afford to pay more!' Newsflash—you can’t afford not to. Study after study shows that companies that pay their employees more not only keep them longer but get more out of them. That’s no coincidence​. When people feel financially respected and rewarded, they’re less distracted and disgruntled, and they pour that mental energy into their work.

Think it’s just about warm, fuzzy feelings? Think again. This isn’t charity. This is calculated. You pay higher wages, and in return, you get employees who are more engaged, more focused, and more loyal.  

Not buying it … here’s some data and research for you to take to the bank and to bank on.

Higher wages can reduce turnover by as much as 50%: A study by the Harvard Business Review found that companies offering higher-than-average wages experience significantly lower employee turnover. This reduction in turnover directly contributes to lower recruitment and training costs, as replacing a worker can cost 16-20% of their annual salary. 

Higher wages lead to a 7-9% increase in productivity: Research from the National Bureau of Economic Research (NBER) shows that paying higher wages boosts worker productivity. Companies like Gravity Payments, which raised their minimum wage to $70,000, saw a 300% increase in company revenue over several years, as employees were more motivated, less stressed about personal finances, and highly engaged in their work. This productivity increase is attributed to employees feeling more valued and being held to higher expectations that match their enhanced compensation.

So, my advice, go ahead, pay your people what they’re worth, all that their worth to you because the long-term ROI is undeniable.

# 2 Managing High: Stop Babysitting, Start Leading

and # 3 EXPECT HIGH … heighten your expectations because you can’t afford to pay big money for mediocrity and for mundane efforts and outcomes.

This isn’t about babysitting grown adults or holding their hands through every little task. This is about setting a high bar and making damn sure your people have the resources and support to meet it. Anything less? You’re failing as a leader.

Let me tell you something that weak managers don’t get - people don’t want to be coddled—they want to be challenged. They want to grow, and they want to feel like they’re part of something bigger than themselves. So, stop treating them like they can’t handle the heat. Set clear, demanding expectations. Don’t just throw them in the deep end, but give them the tools, the coaching, and the feedback to thrive.

There’s a myth out there that setting high expectations burns people out. Wrong. The truth is, people burn out when they’re stuck in mediocrity, doing meaningless work without clear goals. But when you manage with high expectations, you give them something to strive for. Workplace productivity studies consistently show that when employees know exactly what’s expected of them - they hold themselves accountable to perform to higher expectations, their more engaged, and their productivity skyrockets. It eliminates confusion and conflict​ because it gets people focussed on crushing their goals, not bitching and complaining about their workload, their leaders and each other. 

But let me be clear—this isn’t just about pushing people hard and hoping for the best. Managing high is also about being present. You can’t set the bar high and then disappear. You need to be there, coaching, guiding, and yes, sometimes pushing them out of nest to learn to fly higher and further than they even believe they can. 

And Here’s where a lot of leader’s choke. They’re afraid to expect too much from their people because they don’t want to seem too demanding. Well, guess what? If you’re not demanding and demonstrating excellence yourself and expecting it from others, you shouldn’t be leading a team. You think Amazon or Google got to where they are by accepting mediocrity? Hell no. They expected the best, and they got it.

There’s something almost magical about high expectations. It’s called the Pygmalion (PIG MALE E IN) effect—people tend to live up to the expectations placed on them. Set the bar low, and that’s exactly what you’ll get: low performance, low engagement, low energy. But set it high? Suddenly, people start surprising you. They step up. They innovate. They go beyond what they thought was possible because you showed them that excellence wasn’t just possible—it was expected … and that’s why you’re willing to pay them so well. 

The problem with most leaders is they’re too scared to demand greatness. They settle for mediocrity because it’s safer. But here’s the cold, hard truth: if you want to play it safe, you’re going to get left behind. Expecting high isn’t about pressuring people to perform beyond their limits; it’s about showing them that their limits are much higher than they ever imagined. It’s about building a culture that thrives on achievement, not complacency."

Now let me tell you something that will probably piss you off - your heightened expectations of excellence and the extra work required to create it without heightened management support and higher compensation .. will become just extraordinarily evil exploitation. But when you combine high pay, high management, and high expectations, you create a culture of greatness. Take Costco as an example. They pay above industry standards, they manage with purpose, and they expect excellence. The result? One of the lowest turnover rates and highest productivity rates in retail​.

Pay High, Manage High, and Expect High—it’s not just my professional philosophy. It’s a provocative challenge. A dare to set the bar on a higher notch for you and for your employees. To start expecting greatness from your people—and yourself. It’s not easy, and it’s definitely not comfortable. But nothing worth having ever is.

The reality is, businesses that don’t adopt this triple-high approach are setting themselves up to fail. The world is evolving, and if you’re not raising the stakes, you’re falling behind. Mediocrity is a slow death, and in today’s competitive landscape, it’s simply not an option.

If you’re ready to UP your game and UNCOMMODY yourself as you do it, hit that subscribe button, leave a review, and let’s keep pushing boundaries together. Until next time—pay high, manage high, expect high, and watch your people achieve more and I love it more while they do.

Cheers

Thanks for listening