When I started out as a new leader (read: supervisor/manager) in a private education business 15 years ago, I had what most people would have termed the “right” personality for being in charge. Meaning that I never shied away from an opportunity to assess and evaluate everything, and everyone, around me. Neither was I overly hypocritical in this. I applied my unrelenting standards even more to myself and actions than I did to anyone, or anything, else. Or so I steadfastly believed…
In any event, as I transitioned from that role (after being in it for three years of intensive mentoring and on-the-job learning) into another position of leadership, I believed I had the framework in place for how I would enact my managerial approach in any and every situation. I quickly learned that I was mistaken, as my new job required me to communicate and influence across multiple, unfamiliar cultural paradigms, and to negotiate several interconnected bureaucracies whose central priorities were often at odds with each other. I adapted quickly enough and did what I saw as necessary in order to achieve basic day-to-day functionality, but along the way I largely lost sight of my original framework and slipped into a mindset and approach that were merely pragmatic, much more focused on what needed to get done in order to keep the trains running on time (so to speak) than on what I believed was most uplifting and important. Raise your hand if this sounds or feels familiar to you.
In the intervening years, as I gained more knowledge and experience in this new role, and as I worked through a doctoral program in leadership studies, I benefitted from the additional mental space that both offered me and was able to articulate for myself the four aspects of my leadership practice that I saw as foundational to success: Boundaries, Accountability, Support, and Expectations. Or, if you like a good acronym as much as I do, BASE. Pause for just a moment now and interrogate those words in terms of yourself and in terms of your personal and professional practice (whether as a formalized leader, colleague, parent, or teacher). Are you clear on what each one means for you, both conceptually and practically? What about for those in whose lives you hold a degree of influence? If your response was a full-on or even partial *shrug,* for any and all of them, don’t be overly concerned. You are far from alone. The good news is you are also in the right place.
Over the next four months I will focus, each month, on one of these principles and how they can be meaningfully applied to both our personal philosophy and professional practice. I say “our” very intentionally as I am in a never-ending state of interacting and striving to grow myself through these principles as well. Along the way, I will provide thought-provoking anecdotes, questions, resource recommendations, and specific actions we can all engage with to begin and continue our development both as individuals and as part of our larger social and professional networks. For today, I will leave you with a basic definition (my own) of each principle, and a guiding question for you to reflect on as we wrap up the current year and prepare for the next:
Boundaries: The things in your life that are non-negotiable, both for yourself and for others. What are they, really, for you, and how consistently do you hold yourself, and others, to them?
Accountability: The structures and practices that hold your Boundaries in place, also providing a framework for the continued growth and development of yourself and those around you. Can you name three or more productive ways in which you consistently provide accountability for yourself and others? Are they working as intended?
Support: The resources from which you, and those with whom your life is intertwined, draw energy and renewal in service of sustained Accountability. What forms of support do you consistently provide for yourself and others?
Expectations: The goals and standards that you set and hold to for yourself and others, with a clear focus on what is most right rather than what is most accessible or easy. Can you list your personal/professional goals and standards, both for yourself and others, in a straightforward way? How consistently are you aligning your practices, and those of others over whom you exert influence, with these goals and standards?
Spend five to ten minutes reflecting on these questions via quiet thought and/or in writing over the next week, answering as honestly, yet lovingly, as you can. It is absolutely “ok” if the answers you come up with are incomplete or only lead to more questions. We are here to learn to engage with ourselves and our world in the most authentic way possible, so approach this exercise with a simple growth mindset, knowing that every part of it is simply a step for you along a path of development and improved self-understanding.