When Boundaries Can Foster Inclusion
Yes, I know this sounds counterintuitive. Boundaries create separation, right? This distinguished from that. And that’s true, but I think there’s more, beyond what seems obvious. That’s what’s worth exploring, in my opinion.
As I look closer and beyond the boundary, what I notice is what’s within the boundary, what’s delineated by the boundary. What’s within, once bounded, may become understandable or workable or re-contextualized in a useful way. in addition, what’s now bounded may enable us to better focus on and include each other while achieving our outcome. Let’s look at each.
For example, a client is unsuccessful understanding a self-leadership process, one that will enable more effective self-management. He has heard the intention and description, but it still doesn’t click and make sense. Breaking the process into discrete steps, even drawing it out on paper, makes each step and its purpose visible and explicit. Any questions can be more specifically directed and answered.
Many of my coaching clients are challenged by work demands to get everything done that they are accountable for. There is too much to do, invariably. They are on, or over, the edge of their capacity.
However, there are strategies we can follow to manage our capacity better and create workability. We can make choices about what to decline, defer, delegate, deprioritize and, as described below, reorganize.
A favorite strategy of mine[1] is to identify one’s relevant domains and key project(s) and deliverable(s) within each domain. Then, the object is to rotate across projects, focusing on and doing ‘just enough’ to make progress, enough progress, to warrant stepping away until I have cycled through them all and return. The distinction ‘just enough’ and clarity about what matters most are what enable us to prioritize and make some progress at each step. We must be disciplined, resisting the urge to stay focused on the same project until completed. Other projects would stall and fall by the wayside.
This kind of chunking or re-contextualization allows us to keep an eye on what’s important without becoming distracted. We can be present and connected to what is needed now, including interacting with others who may be working with us. Our boundary reduces the noise, improving the signal-to-noise ratio.
Setting boundaries also creates a circumstance that can improve our connection to others, enhancing relationships and even the results we want. When it happens, it happens because we can put more of our attention on the other person(s), connecting with them around shared cares, concerns, commitments, and how best to fulfill them.
A client, Deborah, is SVP Operations and has five vice presidents reporting to her. Though not part of the culture, she was amenable to holding periodic meetings with her people to share information, address challenges, identify obstacles to remove and clarify progress on initiative commitments. Held twice a month, these began to improve communications and coordination. However, it still didn’t produce the level of execution needed. A root cause was found to be misalignment of priorities between Deborah and her managers and coordination across functions. What was needed was more specific and timely conversations with each manager.
She instituted weekly conversations focused on connection, alignment, commitments, progress, learnings, and celebrations of wins along the way. Within three months, there were noticeable tangible benefits: an increase in the percentage of commitments (including milestone outcomes) fulfilled on time, decreased errors, and shorter cycle times. There were also a couple of intangible benefits: higher levels of manager enthusiasm and commitment; and lessons learned were compiled and shared as a resource across managers.
Intention supports where we put our attention. Energy follows attention. So being intentional about where we focus increases our ability to engage fully with what we focus on, whether it’s execution or people.
What are the kinds of projects you are working on? Are they sized in a way that you can see what’s there? Can you identify what conversations are missing and need to be had? Where might making new boundaries improve understanding and workability? Share your comments and let’s discuss further.
#selfleadership #designyourlife #boundaries
[1] See the Laura Nash and Howard Stevenson 2004 HBR article, “Success that Lasts.”