As a boss, you’ll often find yourself balancing between being “too close” and “too distant” with your team.
Being too close blurs professional boundaries, making it difficult to give constructive feedback, stay objective, or prevent dependency. It stifles individual growth and can leave some team members feeling excluded.
On the other hand, being too distant leaves your team unsupported, unheard, and unmotivated. It kills communication, hinders collaboration, and delays problem-solving.
Go too far in either direction, and things can fall apart fast. Get it right, and you’ll build trust, deliver results, and have a team that respects your authority. Get it wrong, and you’ll face decreased productivity, damaged morale, and a tarnished reputation.
Here’s how to tread the fine line: Focus on results, not likeability. Set clear boundaries. No one wants a manager who’s either too hands-off or too hand-holding, but be approachable and available for discussions. The most effective managers have learned to read the moment, adapt to individual needs, and treat management as a situational discipline, not a fixed formula.
Idea for Impact: Being a manager involves a dynamic act of boundary maintenance rather than a fixed personality trait. Don’t lean too far into closeness or retreat into distance. Holding the line means being “near” enough to provide support and “far” enough to provide perspective.
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