Boundaries and Your Brain at Work

Remember the old saying “Come on, this is not brain surgery”? It was meant to convey the simplicity of an answer or a concept, and often meant to prod people to get off their butts and do what is obvious. That is how it is with a leader’s boundaries. It is profoundly simple. You do not have to be a brain surgeon to establish the boundaries that are usually made by a great leader.

But at the same time, underneath it all, it really is brain surgery, because the reason that a leader’s boundaries work is that they actually make it possible for people’s brains to function as they were designed….

Setting Boundaries at Work

While I (Dr. Cloud) was consulting with one of the biggest companies in North America, an employee told me, “We would be so much better off if my boss would set better boundaries on what goes on with individuals on our team. He plays the ‘nice guy’ role too much, and as a result, the team suffers.” Surprisingly, a lack of confrontation goes in the other direction as well. One vice president told me something I hear often as a consultant: “I wish my people would come clean with me. I wish they would tell me what they really think. I wish they would be more open and direct. But they are scared to do that.” If you are like most people, you spend a lot of your life at work. Work is a place with many possibilities for stress, conflict, risk, and loss. It is a place where you put in the best of who you are. You are serving, and at times sacrificing, trying to please, and also establishing friendships on the teams with whom you work. So it naturally follows that you can experience some emotionally trying times there. In addition, you have a job to do. Sometimes,... Continue Reading »

Are You Ridiculously in Charge as a Leader?

Recently I (Dr. Cloud) was discussing personnel issues with a CEO. I asked him why he thought those problems were there. He talked about some reasons, most of which had to do with the various players involved, and also the “constellations” of a few teams. But then I asked him a simple question. “And why is that?” I asked. “What do you mean? I think it is the reasons I just said.” “I know the reasons you said, but why do those reasons exist?” I continued. “I don’t get it. What do you mean?” he asked further. “Who is the leader? Who is in charge of the culture? Who is in charge of the ways that it is working, the fact that all of that exists?” I pushed. He just looked at me, and nodded. “I am,” he said. “So what kind of culture would you like?” I asked. “What kind of culture would drive the business forward if you had it?” When he thought about that, he looked upward, lost in thought for a moment. Then he got out of the “problem-speak” mode, and I could see a shift in his energy as a new vision of a different... Continue Reading »