By Sondra Calhoun
In “Boundaries for Leaders”, Dr. Henry Cloud teaches that ‘as a leader, you always get what you create and what you allow.’ What we create is defined by the boundaries we commit to. The idea of boundaries is often associated with limitations that have a negative impact, when in reality they can create momentum and freedom. Once most of us understand what the boundaries are, we are free to navigate with a speed that delivers greater results. We are not wondering if we are working on the right priorities, what authority we have, where it is safe to take chances, or where we are expected to lead.
Dr. Cloud shares the key areas where successful leaders need to define boundaries:
1. The vision, the focus, the attention, and the activities that create forward movement.
2. The emotional climate of the organization and its culture.
3. The unity and connectedness of the organization versus fragmentation.
4. The thinking and beliefs of the organization.
5. The amount and kinds of control and empowerment that people have.
6. The performance and development of their teams and direct reports.
7. The leadership of oneself, which entails establishing one’s own boundaries and stewardship of the organization.
When we choose to be bold leaders and create transparency about boundaries, we achieve the results we are aiming for. A more positive culture grows because of the clarity and specificity they bring. Everyone becomes more aligned around the organization’s mission, vision, and values, decreasing wasted efforts and misdirection. Manager and employee relationships are maximized with small course corrections and more frequent reinforcement of productive behaviors.
Setting the right boundaries is an art and demands continual evolution. Just as a river with too tight of banks finds the water overflowing and destructive, if boundaries are unreasonable and stifle creativity and freedom the result will be frustration and ultimately the departure of our high performers. If they are too wide, we lose momentum and the environment becomes stagnant. Leaders must be open to adjusting boundaries based upon the season, the skills and talents of each employee, the knowledge of the leader, and the growth rate of the organization.
Some questions Dr. Cloud shares that will help leaders in defining affective boundaries are:
· How can you add focus to how you lead the people who have to execute the strategic plan?
· What kind of culture, team, or organization have you created or allowed?
· How do you and your team need to be different from what you are today?
· How do you hold yourself and your team accountable for the results you are getting?
By looking deep into the answers to these questions, you have taken the first step of recognizing there is some change that needs to occur. Now it is time to decide what boundaries you must commit to define and hold you and your team accountable to. Greater results are just around the corner if you take your leadership to the next level with boundaries.