Very useful information for setting work boundaries in general.
The Coauthor Of The Classic Bestseller Boundaries, With Over Million Copies Sold, And An Expert On The Psychology Of Business And Leadership Performance Explains The Behavioral Reasons Why Some People Get Great Results And Others Don TIn Boundaries For Leaders, Dr Henry Cloud Gives Leaders The Tools And Techniques They Need To Achieve The Performance They Desire In Their Organizations And In Themselves Drawing On The Latest Findings From Neuroscience, Dr Cloud Shows Why It S Critical For Leaders To Set The Conditions That Make People S Brains Perform At Their Highest Levels How Do Great Leaders Do This One Way Is Through The Creation Of Boundaries Structures That Determine What Will Exist And What Will NotHere You Will Learn Seven Leadership Boundaries That Set The Stage, Tone, And Culture For A Results Driven Organization, Including How To Help People Focus Their Attention On The Things That Matter Most Build The Emotional Climate That Drives Brain Functioning Facilitate Connections That Boost Energy And Momentum Create Organizational Thought Patterns That Limit Negativity And Helplessness Identify Paths For People To Take Control Of The Activities That Drive Results Create High Performance Teams Organized Around The Behaviors That Drive Results And Lead Yourself In A Manner That Protects The VisionThe Strong Call To Action In This Book Is That Leaders Are Ridiculously In Charge Of All These Elements, And They Must Own What They Either Create Or Allow To ExistFilled With Inspiring And Practical Examples From Dr Cloud S Coaching Practice, Boundaries for Leaders Is Essential Reading For Everyone Who Aspires To Lead Companies, Teams, And Cultures Defined By High Performance And Healthy Relationships I found this very insightful for some of my experiences of team learned helplessness at work one instance where it was overcome and one where it was not really and I left Sometimes there are a few leaps assumptions, and some of it is just repetition filler, but overall really solid perspective I think I m going to have to read this every now and then throughout my career.
Quotes Hard on the issue, but soft on the person transference, whereby people experience authority figures in the present as though they were authority figures from the past Positive relational connections decrease stress and enhance brain functioning You know when you think about it, I am ridiculously in charge as a leader he was going to get what he built.
it always comes back to leadership and the boundaries they allow to exist on their property Fear can be a positive motivator love fear, it ll save your life.
spread it around, but in a good way it does not have to be toxic at all, it is justbasic awareness of the brutal facts of reality if I dont perform, I won t like the results, so perform no one told me that half of my energy would be spent actually building and leading it the business And the other half or even would be spent protecting and defending it against all the other things people wanted it to be As the person in charge of setting emotional boundaries, your job is twofold first, do everything possible to create good fear, the positive performance anxiety that activates healthy stress, the drive that says if I get with it, I can get something good and avoid something bad Second, diminish destructive fear, which is communicated through tone, lack of structure and the threat of relational consequences anger, shame, guild, and withdrawal of support Have you ever tried to solve three different complex problems at once What happens You lose your train of thought You get overloaded with information Your brain stops working, it bogs down and cannot create When a leader provides an environment where anyone can focus on anything, including being creative.
he is just clearing the field so the game can get underway Give people control and they will thrive, and then, help them focus that control on the things that drive results and they win and you will too Instead of being a control freak by trying to control other people, leaders must turn into control freaks about letting others be in control about what they should be in control of that drives results.
what I mean here is a leader who obsessively focuses on helping his or her people get back in control of themselves to drive their own activities that directly affect outcomes Remember you get what you create and what you allow Dont count the score Count the behaviors that run up the score is the business healthy there are two parts to healthy is it predictable and shapeable Meaning from a planned results standpoint, are we getting what we said we were going to get is it predictable and for the specific reasons we thought we would get it is it shapeable where are we not getting the results we said we would what s the cause of that it s not just about fixing it next month, it s also about fixing the new problem that we have now because of what we missed last month good character hungers for feedback.
The book covers basic concepts for leading a team or company It s not particularly interesting nor does it get to the point I didn t even know why it was titled Boundaries for Leaders until a few chapters in It s about setting boundaries for the teams The main point is the culture within the team exists through what the leader had created or allowed If there is a team member who is pessimistic and is bringing everyone else down, the leader is allowing that behavior to become prevalent The leader needs to meet with the team regularly, focus on factors that are controllable, encourage the desired behaviors, have team members share success stories arose from the desired behaviors, and build a culture of trust and optimism.
Boundaries for Leaders really caught my eye because well, it s by Dr Henry Cloud and he writes great books And this new one from him does not disappoint.
It s not exactly what I thought it might be about I sort of picked it up hoping it was about leaders setting boundaries for their own time, etc.
, and, boy, was I going to read it aloud to my leader husband LOL In reality, it s about how leaders can and should create boundaries for those they are leading boundaries that they are able to succeed within Each chapter is just full of nuggets of truth and wisdom One quote that has really stayed with me from this books is You cannot grow a plant by dippingit into the dirt once a year It takes an ongoing connection to build a root system Wow That can be applied to so many areas of life Just real wisdom there In conclusion, this book focuses on these key points help people do what is important create the right environment have deeply connected teams think optimistically, not negatively learn what you can control and what you can t strive for high performance lead yourselfIf you are in leadership on any level and most people are then I definitely recommend this book It s a very insightful read and, of course, Dr Cloud is an excellent writer so you won t be bored in the least.
This was a pretty good leadership book It taught me how to create a work culture where people love to work Below are the main points I learned 1 Help people attend to what is important, inhibit what is not important or toxic, and remember what they are doing.
2 Create an emotional environment that is free of the wrong kinds of stress.
3 Build teams that are deeply connected 4 Help people to think optimistically and root out pessimism.
5 Help people get in control of what they can control.
6 Build great teams that are high performance.
7 Lead yourself in ways that create great performance in others.
There are some great points in this book, but nothing was truly life and habit changing for me It may be because I have found myself some wonderful leaders to mentor me However if you are just starting a leadership journey this would be a great book to look into.
After having read so so many books, am so glad that Cloud delivers one that I like so so very much He draws from a lifetime of psychological study and experience in consulting with CEOs in writing this book Real life stories are used to great effect to illustrate complicated or abstract principles Sometimes he gets lost in retelling the stories that he forgets to reinforce the point and we have to refer to the subtitle to figure out what he is trying to say.
Nevertheless, I highly recommend this book Alongside Hybel s Courageous Leadership and McIntosh Rima s Overcoming the Dark Side of Leadership, this book would feature in my must give book list to any leader I care about I first read a copy borrowed from the school library, and I liked it so much that I bought one for myself.
Here s a quick summary of the gems in the book spoiler warning Leaders can motivate or demotivate their people xiv and one of the aspects of a leader s behaviour that make everything work is his her boundaries, which is a structure that determines what will exist and what will not xv.
A leader is always going to get a combination of two things what you create and what you allow p15.
In the language of Apple, who is the DRI, the directly responsible individual who is over and allows the problem employee to be difficult or not perform if that employee is confused about the strategy or direction, who is it that sets them p15.
The central principle of boundaries is ownership Leaders are the one who define and create the boundaries that drive the behaviour that forms the identity of teams and culture and sets the standards of performance p16.
Highlighted how returning Apple CEO Steve Jobs diagnosed the problem as a lack of focus and pruned 70% of models and products with a much needed clarity through setting a positive boundary The employees were to just make four great products consumer, pro , desktop and portable p19.
People dont leave jobs they leave bosses p56.
The importance that there is no relational consequences to making a mistake That is what people need from their leaders, the knowledge that their leader is for their success, and if a mistake is made, that leader will stand beside them and help them learn and improve, not punish them a getting better orientation goes much further than a being perfect orientation p71.
Our brains need positive relationships to grow and function well p83.
Most leaders are meeting ed to death most of these meetings are not doing much to build connection and unity The answer is usually not but different meetings of a certain type and connection as a result of whatever meeting do occur p86.
In chapter 6 p103 108 , through a real life scenario, Cloud highlights the far reaching effects a leader with negative thinking can have on an entire organisation This is in contrast to another company s founder who started it with an ingenious plan while still in bankruptcy p103 this guy does not suffer from such negative thinking.
In contrast to learned helplessness p108 116 , a leader can focus his team s energy on working on controllable factors that directly affects the desired outcomes of the organisation p126.
In chapter 8 p153 166 , Cloud illustrates the term dead fish with a real life scenario, which means something like the elephant in the room that needs to be addressed, in order for the team to accomplish a specific vision and mission.
The job of the leader is to form a team around a common purpose or goal, and then work with the team to figure out what that team is going to have to value and behave like to reach that goal p165 6 It does not belong to a person, but to the person as a whole As a result, it is going to take the entire team to make it happen That is the essence of a team p170.
The entertaining accounts of how people wanted feedback given to them demonstrated how important it was to get to know each individual s communication style and vulnerabilities The needed feedback and difficult to hear truths prevented future hiccups, as they knew better how to deal with each other p175.
We make investments when we feel trust, p186 7 which grows when we feel understood p173 180 we display credibility and character p180 3 we believe in someone s capacity and ability p183 4 someone has a built a good track record p184 6 While internal advisers are essential, outside ones are different They protect you by having no conflict of interest they are only there to help you, not to serve themselves, if they are good ones p203.
Set very, very strong boundaries with yourself against any tendency you might have toward defensiveness, blame, or denial when given feedback the weakest leaders are threatened by feedback, and often completely closed off to insights that are so easily seen by others Strong leaders embrace feedback, seek to understand it, and put it to use Even when they may disagree, they dont become defensive instead they engage in dialogue and honest inquiry to figure out where the gaps between their intentions and others perceptions come from The feedback may be wrong, but they embrace it to understand it nevertheless You can embrace and not agree at the same time Move toward it p208 9.
Dont be ruled by fear p212 3 or put off change p214 6 take steps toward overcoming the fear rather put off something indefinitely.
Set boundaries on your weaknesses p219 221 and confine yourself to do what you are gifted at, don t meddle in affairs that would result in operational chaos.
It is of utmost importance to do a time audit to identify gaps between stated priorities and time effort spent What is vital to achieve your vision Are those getting on the schedule first Give them first priority but assign them a time and place, so that they actually get done p221 6.
There is only so much time available and if one says yes to something, that means no to something else p224 Give yourself time to refuel after an energy sapping activity, eg high conflict situations p225 or draining people p226.
When you realise that you are ridiculously in charge, it does not mean you are in charge of others or in charge of what goes on in the organization It also means that you are ridiculously in charge of yourself p230 1.
There are two kinds of high level leaders One is defined by the work The other is in a process of actively defining hte work, and they do that by first defining themselves and taking charge of who they are going to be and how they are going to work They have good self leadership boundaries p231.
Far too many leaders fail because they think plenty about the plan and not enough about the people p234 Do all of these things, and you will have science on your side More important, you will have the people on your side, people who want to work for and with a leader who engenders an environment that attends to our strongest human desires to connect, create and grow p236.