Boundaries Blog — decision making

So how can you become a wise, sober-minded person of good judgment—one who thinks rather than reacts and routinely utilizes internal as well as external data? Start by becoming an observer of how you think. It may sound strange to think about thinking, but it is important and helpful. You can begin to pay attention to your thinking by routinely observing your thoughts and by recognizing any cognitive distortions.

Life is chaotic, and sometimes too much information can cause confusion in an organization. As a result, leaders are under great pressure to think with focus and direction….

The word no has to be one of the most powerful and liberating words in the human language. No other word does what the word no does! Rather than close doors, no often makes sure that the opportunities already opened remain accessible.

Balanced people love the word no. They understand that no paves the road to realizing greatness by creating space in our lives ...

Many Christians fear that setting and keeping limits signals rebellion or disobedience. In religious circles you'll often hear statements such as, "Your unwillingness to go along with our program shows an unresponsive heart." Because of this myth, countless individuals remain trapped in endless activities of no genuine spiritual and emotional value.

The truth is life-changing: a lack of boundaries is often a sign of disobedience....

Any time is a great time to take stock of boundaries in our lives and renew the desire to take responsibility for our choices. This leads to the fruit of "self-control." A common boundary problem is disowning our choices and trying to lay the responsibility for them on someone else.

Think for a moment how often we use the phrases, "I had to" or "She (he) made me" when explaining why we did or did not do something. These phrases betray our basic illusion that we are not active agents in many of our dealings. We think someone else is in control, thus relieving us of our basic responsibility....

Recently I (Dr. Cloud) was discussing personnel issues with a CEO. I asked him why he thought those problems were there. He talked about some reasons, most of which had to do with the various players involved, and also the "constellations" of a few teams. But then I asked him a simple question. "And why is that?" I asked.

"What do you mean? I think it is the reasons I just said."

"I know the reasons you said, but why do those reasons exist?" I continued.

"I don't get it. What do you mean?" he asked further.

"Who is the leader? Who is in charge of the culture? Who is in charge of the ways that it is working, the fact that all of that exists?" I pushed....