limitWe all have limits. Those boundaries beyond which we just don’t go. After all, it wouldn’t be safe. It wouldn’t be prudent. It wouldn’t be easy.

We set limits for safety purposes or for logical purposes, but most often, we set them because we need an excuse. We are scared or lazy or we lack confidence in our own abilities, so we need a reason (an excuse) to not try something.

Limits are a part of life, but as leaders, we must challenge some limits by asking questions, by taking small calculated risks, or by smashing a limit completely. As a leader, what should you challenge? Start here:

The Goal Limit

Goals matter, however, how big your goals are defines your vision as leader. Set safe goals and you may reach them, but you may never reach your full potential. Set big goals and you may never reach them. Still, you change your thinking and approach, and you stretch yourself. Failure can aid your learning and development much more than easy success, and make you a stronger leader. Don’t be afraid to take risks when the payoff is worth it.

Ask yourself: What limits am I placing on my goals?

The Openness Limit

Employees want to follow open and honest leaders, but far too many leaders hide their vulnerable and human side. As a result, they lose the trust of their employees. Instead, share your concerns and worries, your weaknesses and your mistakes. Invite your team to work with you to come up with solutions to rally the group and foster a sense of “We’re in this together.”

Ask yourself: How open am I with the people I lead?

The Ideas Limit

Attend most brainstorming meetings and you will find that people are willing to share three to eight relatively safe ideas. What if you weighed 20, 30 or more options? Don’t set limits on how many ideas you are willing to consider. Push your team to think bigger, broader and more out-side-the-box. When people aren’t scared to speak up and share ideas (even the outlandish ones), your team and the organization benefits.

Ask yourself: Am I fostering an environment where people openly offer ideas without fear of being ridiculed, if the idea doesn’t meet the status quo?

The Effort Limit

We make heroes of people who give “110%.” Most days, most people at work don’t get close to that. What if, at the right times, you led by example by working harder and with greater focus? You can’t run at 100% (and on adrenaline and caffeine forever), but sometimes pushing that limit is just what your employees need to see from you. It will motivate them to follow your lead and increases the chances that your team will succeed.

Ask yourself: How much effort am I giving?

The Belief Limit

I believe this is the biggest one of all. Research and personal experience shows that your level of belief in your people (as their leader) will have a huge impact on their productivity and success. Little belief, little success. Bigger belief, more success.

Ask yourself: How far am I willing to stretch my belief in the people who work for me?

My challenge to you is to honestly examine the limits you have set for yourself and your employees. What more can you achieve if you question, surpass or smash one of those limits?

 

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Kevin Eikenberry is a recognized world expert on leadership development and learning and is the Chief Potential Officer of The Kevin Eikenberry Group (http://KevinEikenberry.com). He has spent nearly 30 years helping organizations across North America, and leaders from around the world, on leadership, learning, teams and teamwork, communication and more.
Twice he has been named by Inc.com as one of the top 100 Leadership and Management Experts in the World and has been included in many other similar lists.

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