Boundary-led leadership: Why saying ‘no’ is a strategic advantage
Organisations led by leaders who can set boundaries decisively tend to outperform those driven by chronic overextension
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FOR years, high performers were rewarded for being the ones who could “handle anything”. The fixing. The doing. The strategising. The ever-dependable high achiever.
Many leaders were conditioned to believe the same idea: that the path to success is paved with “yes”. Yes to more overtime. Yes to added responsibilities. Yes to unrealistic timelines. Yes to constant availability. Yes to carrying what no one else will.
This mindset has long been framed as commitment, resilience and ambition. In reality, it has quietly normalised a boundaryless way of working; one that is increasingly unsustainable.
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