The Blog

Confession: the last few months have been hell on wheels in my world.

That may sound a little alarming, given my usual “bright-sider” outlook; so let me assure you that I am fine (which is a relative term, admittedly) AND the “fine-ness” doesn’t negate the challenges that have been thrown my way.

The details don’t matter – mostly because some of them are private and not ones I care to share. That being said, it has been a time to reflect and absorb some learning, and given that my objective is always to be of service, I want to pass that learning on to you. For leaders in particular, knowing how to be with curveballs is essential. So, in no particular order, here are some of the key lessons I’ve gleaned:

“It’s time to expand.”

For businesses, organizations and groups, these words are like music to collective ears. When the time for expansion is reached, it usually means growth has happened, impact is being had, and demand for service is great.

These are all coveted markers of success, and worthy of celebration. And when the moment for expansion hits, there are some things you’ve got to be prepared to do, in order to expand and move forward effectively. (The alternative is to expand like a balloon being filled with too much air – trust me, that’s something you want to avoid, unless you relish the sound of things popping or disintegrating!)

When I think about the lessons my father has taught me, there’s an interesting thing to note: while my dad was a big believer in the power of teaching, many of the pivotal, indelible lessons were ones that I gleaned by observation. In other words, there are the lessons that my dad consciously sought to teach me, and then there are the ones that he taught me just by being who he was. Both types of lessons had merit; both types of lessons left their mark and helped mould me into the person I am today. Both types of lessons continue to inspire me in the work that I do and the life that I lead.

My personal sense is that my dad has done – and continues to do – a great job of teaching me what I need to know, simply by being who he is. I’m not sure if he’s conscious of this or not. And it doesn’t matter. It’s effective.

Leaders have a lot to do. Leaders hold positions of responsibility. In many cases, being in leadership requires you to deliver results, which means that the buck stops with you.

In light of all of this, it can be really easy – and perhaps understandable – for leaders to focus on the inevitable “to-do” list. What are the tasks that need to be done?

Some leaders tend to these tasks themselves. Others have mastered the art of delegation. Many are skilled at both.

Given the number of tasks and responsibilities that fall on a leader’s plate, it can be easy to think that leadership is solely about getting things done. Moreover, it’s easy to fall into the trap of believing that leadership is about HOW you get things done.

It’s not.

Okay, let me be the first to say it: this is not the first time I’ve written about boundaries. I’ve done it before; I’ll probably do it again. Because the topic of boundaries is one that KEEPS COMING UP.

We all know that there is something very powerful in setting and honoring boundaries. It is also pretty common knowledge that having and honoring such boundaries makes for healthy relationships and clearly defined roles and responsibilities, in all contexts. That being said, there are a few slippery slopes that exist around boundaries; if you’re not careful, it can be really easy to slip down any of those slopes, and find yourself in a blur of boundary-less oblivion.

So, let me take a minute – or two or three – to point out some of the things that may be eroding at your ability to work with boundaries effectively.