Boundaries for better leadership
Barbra Carlisle • March 5, 2025
Lead with impact: Why boundary setting makes you a better leader (and person!)
Your mission is too important to let busyness steal your impact. The world needs leaders who don’t just run organisations but truly lead them—boldly, wisely, and with purpose.
So, here’s the question: Are you leading with clarity, or are you just surviving the chaos?
The Silent Crisis: Leaders Running on Empty
If we don’t set clear professional boundaries, we risk losing ourselves in the process. The constant demands of leadership—meetings, emails, fundraising, team issues—can make it feel like there’s never a right time to step back.
The problem? Without boundaries, burnout is inevitable. Think about your leadership style, and read the following to see if the descriptions resonate..
• The Guardian
in you wants to ensure everything is done properly—but without boundaries, work never stops.
• The Creative
side thrives on vision and innovation—but exhaustion drains inspiration.
• The Connector
loves to support others—but when do you get the support you need?
• The Nurturer
puts people first—but neglecting your own wellbeing isn’t serving them either.
• The Pioneer
drives forward relentlessly—but pushing too hard can mean losing sight of the long game.
The Evidence: Why Boundaries Matter for Leaders
The research is clear:
✅ Burnout is a leadership risk: A Harvard Business Review study found that nearly 70% of nonprofit leaders experience burnout—leading to poor decision-making, high turnover, and reduced organisational effectiveness.
✅ Rested leaders make better decisions: Neuroscience research from the University of California shows that mental fatigue reduces strategic thinking ability by up to 40%. When you’re drained, you’re reactive, not intentional.
✅ Healthy boundaries improve team culture: Leaders who model work-life balance create healthier teams. A McKinsey study found that organisations with strong leadership boundaries have 23% higher employee engagement.
✅ Nonprofit leaders struggle to switch off: Research from the Chronicle of Philanthropy found that 62% of nonprofit CEOs work late evenings and weekends—even though studies show overwork decreases productivity after 50 hours per week.
So, How Do You Set Boundaries Without Guilt?
The idea of boundaries can feel uncomfortable—especially in a sector where giving, supporting, and showing up is central to the mission. But boundaries aren’t about saying no to your work; they’re about saying yes to leading well.
1. Define What’s Non-Negotiable for You
If you don’t set the boundaries, the demands of leadership will set them for you. Get clear on:
• Your working hours (and stick to them!)
• When you’ll check emails (instead of being available 24/7)
• What leadership priorities you’ll protect (vs. constant reactive work)
📌 Practical step: Block time in your calendar for deep work, strategic thinking, and rest—just like you would for an important meeting.
A study in the Journal of Occupational Health found that leaders who set clear availability hours had lower stress levels and higher long-term productivity.
2. Communicate Your Boundaries with Confidence
Your team and stakeholders won’t respect your boundaries if they don’t know what they are. Be upfront and frame boundaries as a way to be a better leader—not a lack of commitment.
Try saying:
“For me to bring my best thinking to this organisation, I’m protecting time for strategic work on Fridays.”
“I don’t check emails after 7 PM, but I’ll respond first thing in the morning.”
“I want to be fully present in meetings, so I won’t take calls during leadership sessions.”
A Stanford study found that leaders who communicate clear boundaries gain more respect, not less—and create healthier workplace cultures.
3. Lead by Example—Give Permission for Others to Set Boundaries
If you set boundaries but expect your team to be ‘always on,’ they won’t follow your lead. Create a culture where rest is valued as much as productivity.
• Encourage team members to step away from emails in the evening.
• Model taking breaks and leaving work on time.
• Recognise that sustainable leadership is about pace, not just intensity.
A Deloitte study found that organisations with leaders who openly prioritise wellbeing see a 25% improvement in overall team performance.
4. Reframe Rest as a Leadership Responsibility
You can’t lead well if you’re exhausted. Taking time to recharge isn’t selfish—it’s strategic. The best leaders protect their energy because they know:
🚫 Overworking = Diminished creativity
🚫 Always being available = Reactive leadership
🚫 No time for thinking = No time for growth
What’s one small shift you can make this week to protect your time and energy?
Final Thought: Boundaries Make You a Better Leader
The world needs you at your best—not burnt out, overwhelmed, and running on fumes. The stronger your boundaries, the stronger your leadership.
So this week, challenge yourself:
🔹 What’s one boundary you need to reinforce?
🔹 What’s one thing you’ll stop doing to create more space for what matters?
Because leading with impact isn’t about doing more—it’s about leading wisely.
When I first stepped into a leadership role, I did what many of us do, I mirrored the leadership styles I had seen in action as a young professional. I had seen Cathy Garner at the Housing Corporation back in the mid 90s invite me to a senior level meeting and me to reply "Why Cathy I don't have anything useful to say" and her saying "Barbra it is about being in the room. Come, it will not be a waste of your time". Brilliant advice. I also sub consciously took in the directive leaders, the nice to face not quite so nice behind your back leaders and began to learn that leadership means different things to different people. I also experienced leaders who manipulated and coerced me into positions that were simply not comfortable for a young female professional. What I came to learn that I had to be naturally me as a leader. Yes I over share, yes I make light of things, yes I am a glass half full person. I worked on recognising when that style didn't bring the best out of the people around me and I flexed my style. Uncomfortable but definitely rewarding. We all have it in our gift to ask "what kind of leader do I actually want to be?" In today’s leadership landscape, especially in the charity and non-profit sector, authenticity isn’t just a nice-to-have — it’s essential. According to recent research from CIPD, only 26% of L&D leaders feel their organisations are truly receptive to their ideas. That disconnect often stems from leaders not feeling confident in their own voice, or unsure how to bring their full selves to the table. Or bringing their full selves without filters and being told they are too loud, too this or too that. Why your leadership style matters Your leadership style shapes how people experience you — and how they experience their work. When you lead in a way that aligns with your values and personality, you create psychological safety, trust, and clarity. When you lead in a way that feels performative or borrowed, it can create confusion or even mistrust. When you lead without any consideration of what it is like to be on the other side of you I am sorry to say you will fail. Because not everyone will work well with the natural you. At Glee Coaching, I often work with new CEOs and senior leaders who are still figuring out what kind of leader they want to be. Some are navigating imposter syndrome. Others are trying to balance being approachable with being strategic. The truth is, there’s no one-size-fits-all model. But there is a way to lead that feels like you — and that’s where the real impact happens. How to start finding your style Observe, but don’t copy. Learn from others, but filter it through your own values and strengths. Ask for feedback. Not just on performance, but on how people experience your leadership. Try tools that build self-awareness. Programmes like Discover Your Leadership Voice (which I run monthly) help leaders understand their natural communication style and how to adapt it to others. Reflect regularly. What’s working? What feels forced? What energises you? Leadership isn’t about being the loudest voice in the room. It’s about being the clearest, most consistent version of yourself — and helping others do the same. Get in touch if you want to chat about how you can find your own style of leadership that works for you and those around you.
“I learnt a lot by going in and making the cups of tea, and hoovering up for them.” That quote came from Alan Adams, General Manager of Southport Flower Show and a guest on my podcast *The Unlikely Executive*. It stuck with me, not because it was about tea or hoovers ( though I do like the former, the latter less so), but because it captured something about a certain type of leadership: the insight that comes from experiencing all aspects of the organisation. I believe this links to leader empathy. In the charity sector, I have met three broad types of leaders 1. those who have 'worked' their way up 2. those who have pivoted from private to third sector and entered at a senior level (more about them in a later newsletter article) 3. those who have almost been pushed into leadership through personal circumstance (for example those who set up charities on the back of a personal trauma - again I will post about this at a later date) Today I want to focus on those who have worked their way up. They’ve been on the frontlines, run community events, answered helpline calls. That experience gives them a deep understanding of the people they serve and the teams they lead. But what if you didn’t start there? What if you came into leadership from another sector, or stepped into a senior role early in your career? Does that mean you’re missing something? Not necessarily. But it does mean you need to be intentional about how you connect with the frontline. Why it matters Leaders who understand the day-to-day realities of their teams make better decisions. They build more trust. They’re more likely to spot issues early and respond with empathy. In a recent People Management report, 41% of UK businesses now see learning and development as central to their strategy. That includes developing leaders who can connect across levels — not just manage from the top. How to build that connection (even if you didn’t start at the bottom) Spend time with your team. Not just in meetings, but in their world. Sit in on calls. Visit service sites. Ask questions. Listen without fixing. Sometimes the most powerful thing you can do is listen without jumping in with a solution. Be curious, not performative. People can tell when you’re ticking a box. Show genuine interest in their work and challenges. Share your own learning curve. Vulnerability builds trust. If you’re learning, say so. - my own personal favourite - have a work experience week - where you do a role that you have never tried before and take advice and guidance from the current postholder. At Glee, I work with leaders who want to lead with more empathy and impact — whether they started on the frontlines or not. What matters most is your willingness to understand, adapt, and grow. Because leadership isn’t about where you started. It’s about how you show up now.
