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Mastering Workplace Boundaries for Better Leadership · Business Roundtable

• 0:00
  Hey, y'all, welcome back to the Business Roundtable podcast. We're excited to
• 0:06
  pick up a topic that we've mentioned in previous episodes, and so before we
• 0:11
  do that tonight, just in case you're listening for the very first line for
• 0:15
  some strange reason. Again, glad to have you here. This is officially
• 0:19
  episode twenty seven, if you can believe it. My name is David Carr
• 0:23
  Steward your business where I help small business owners and team leaders help to know
• 0:27
  themselves, to lead themselves and their teams. And we have Bill back.
• 0:31
  Welcome Bill, Thank you, glad to be back. You know, I
• 0:38
  am a leadership guide and podcaster under the banner of Bald Spots Productions. I
• 0:45
  do a couple of podcasts, one of which is the Ever, Ever Enticing
• 0:50
  and Ever Changing Not Quite After Midnight and or I interview random people. Yeah,
• 0:58
  we were just talking that beforehand. So if you if you want a
• 1:00
  little surprise, you know podcast, go check out Bill's podcast. And Charlie,
• 1:07
  welcome back, Charlie. Thank you, good to be back. Thanks
• 1:11
  for having me back. That's amazing that we're on episode twenty seven. I
• 1:15
  know, right, I was looking at the numbers. I was counting back.
• 1:19
  I recorded an extra episode this week, so we're getting some more people
• 1:23
  and guests that want to come on and have conversations. So we're glad to
• 1:27
  have you both back. And Charlie, your background just briefly for maybe somebody
• 1:30
  listening for the first time. Oh yeah, this breakball here, this is
• 1:34
  virtual Yeah yeah, yeah. So my background is I worked as a chief
• 1:46
  experience officer in the cybersecurity field and so ar Mantras delivered that world class customer
• 1:55
  experience so that, you know, while delivering peace of mind so that you
• 2:00
  don't have to put up with rude it people. Yes, you're very caring,
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  and all of us are here very caring and want to make sure that
• 2:08
  you're successful. So another reason why we have this podcast, so you guys
• 2:12
  can learn from season experts in the field, our expertise and sharing that with
• 2:16
  you. And so I wanted to bring up because Charlie was coming back tonight
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  and Bill's been on with us many times too, but Charlie has brought this
• 2:23
  idea up of boundaries in the past episodes where we didn't really get to dig
• 2:28
  in too far with that, and so I thought it would be great to
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  come back Charlie, because you'd brought some keen insights in previous episodes, and
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  I've talked to even a couple of episodes ago, we talked about health and
• 2:40
  wellness with Stacy and Heather, and so this is another aspect of having a
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  healthy work environment. And so tonight our goal here, hopefully if boundaries are
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  new to you, or the term boundaries are just like what does that mean
• 2:55
  for me? Our goal to unpack that with you tonight so that you have
• 3:00
  better understanding of what boundaries are and or maybe are not, and to start
• 3:07
  to recognize those. So hopefully tonight you're going to be walking away with a
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  clear understanding of do you have boundaries or not? What are they and where
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  are they? How are they showing up in the workplace. So to kick
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  that off, I'll come to you first, Charlie, but just you know,
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  explain, particularly in the workplace context. We can we can go beyond
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  that too, But what what are boundaries in your mind? What does that
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  mean when you say, you know, I'm setting up a boundary? H
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  And why is that really essential for successful UH managers anybody really working in a
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  business. Yeah, So the very foundation of it is just having clear roles
• 3:45
  and responsibilities so that there's no confusion on who's supposed to be doing what.
• 3:53
  And in terms of creating workability, it is actually being able to identify and
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  and have this and define right and have a common understanding of what successes looks
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  like so that you're not setting yourself up for disappointment or or or frustration because
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  you're thinking success is one thing and it's not communicated, and and your staff
• 4:20
  is thinking something else, and they think they're doing great job, and and
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  you know, you come and you review it and you're like, oh,
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  what I was thinking you would do this, but like it was never communicated
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  the roles and responsibility. They're like, oh, I thought you were doing
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  that. Like so then it just causes for disappointment and frustration all around.
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  And nobody wants to feel like they're they're bad at their job. So and
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  and you know, there there are gonna be people that may uh not be
• 4:54
  the right fit for your company, whether they're you know, from their character
• 4:58
  standpoint or their work takes downpoint. But at the very least, like the
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  roles need to be defined and what success looks like needs to be defined,
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  or else you got no shot at actually creating work ability mm hmm. And
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  we had and and for those of you listening, we had a great episode
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  specifically on roles and responsibilities, even one on transitioning from one to another.
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  Bill, I want to ask you this, as Charlie's brought this up,
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  what would you say, Bill, is a difference between Charlie brought up some
• 5:30
  good things about expectations, like here's what I'm expecting of you, and how
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  is that maybe the same or slightly different than a boundary an expectation versus a
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  boundary, Bill, Well, boundaries tend to be more hard and fast,
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  you know, this is this is the line you don't cross it, whereas
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  expectations tend to be a little more fluid. Boundaries are are definitely written down.
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  Expectations can be just in your head and can be very different from from
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  what's been written down. M you know it's yeah, that's that's a tough
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  one. Real it is. Well, I just hear I hear it,
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  because yeah, right, I want to make sure that somebody, how do
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  you know, like you said, Bill, like am I meeting expectations or
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  am I crossing the boundary or the threshold? Right? Right? So it
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  could be challenging. We're going to get a little bit more into that,
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  identifying is this a boundary? Is this expectation? Is this an unwritten rule?
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  Right? What is it? And if it's unwritten, is it really
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  a rule? There? You go? Right? So how do you know?
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  Right? How do you know if you've you've crossed a boundary? If
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  it's unwritten or just kind of out there You're like, we we you know,
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  expectations tend to be more our translation, our own personal translations of what's
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  written down. You know, when when, especially when what's it isn't as
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  clear as as it could be. You know, it's it's not always uh
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  yeah, it's not what's written. People don't always even write exactly what they
• 7:14
  mean. They certainly don't always say what they mean. But but yeah,
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  and especially today when we get with people who who aren't worried so much about
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  language, you know, you see people writing, and I mean there's a
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  reason why we have spellcheck and grammar check and and services like Grammarly and and
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  all that. It's because people just aren't concerned with the with their language,
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  with the language they use anymore. And especially in that environment, your expectations
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  can want can vary wildly from from what's written down out from what another person
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  thinks. Is it is clear, the person who wrote it may not.
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  You may not know that they were unclear. Mm hm and so uh so
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  we have to work on that as as leaders and managers. Language language is
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  important, right, So yeah, the language we're using, like you said,
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  Charlie, the has to be written down the roles and responsibilities. So
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  here here's a question, I guess because we're going back to responsibilities, it's
• 8:31
  really important and this we maybe to lining up with boundaries that you're talking about,
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  Charlie. Coming back to that is where does your responsibility begin and end?
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  Right, because that to me is like a boundary point. There's a
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  there's a clear there. There should be. It should be clear as too.
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  I'm I'm here's my my boundary or my my and my responsibilities and am
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  i am I going into somebody else's role, right, Charlie. Exactly,
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  there's a there's an other way of putting it is like staying in your lane,
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  right Like, as much as sometimes that's oftentimes what happens in smaller businesses
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  what we would call mom and pop, right Like, oftentimes a lot of
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  people are wearing a lot of different hats, and then it's there's less of
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  a boundary or like the concept of boundaries, it's just like it's not even,
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  it's not even, it's it's a remote concept, right Like, So
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  when you evolve into a more dividing, conquered type of business where different people
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  are accountable and responsible for different things, then that's where you you need to
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  stay in your lane. And if somebody else is not holding up their end
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  of the bar, again you need that's where accountability needs to happen. That
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  you can't just step in for them or else they're going to continue to that's
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  just going to perpetuate the dysfunction of of people cross into each other's lane and
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  like you said, cutting into each other's boundaries, and there is no synergy,
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  there is no divine conquer there. Mm hmmm hmm. And and and
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  we're gonna get a little we're gonna dive a little bit more here into the
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  types of boundaries. But I think it's complex at times because I think you
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  guys, tell me what you think here, but I think and if you
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  have too many boundaries, like you said, if you think of like a
• 10:24
  fence or a wall, right, you have so many of those, it's
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  you have to be cognizant of there's a certain value in having boundaries, but
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  if you have so many walls or blockages, that means you're limiting the ability,
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  like you said, Charlie, if you have to stay in your lane,
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  and then there's a you know, we become siloed too. So it's
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  it's it is a challenge, right. I think what we're hearing I'm hearing
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  you say is like there's a place in staying in your lane. There's a
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  purpose in that, but then there's a place of crossover at certain points too,
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  where there's an opening in the boundary where there's a let me say it,
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  maybe a more permeable boundary as times. Right, yeah, yeah,
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  there needs to be some what do you call it? Like you have to
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  have some emotional intelligence around it too. Right. So, like a common
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  pet peeve within our industry and it support is you call a company and they're
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  like, oh, yeah, I'm my computer, you know, can't do
• 11:24
  this whatever it is like oh yeah, let me call let me create a
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  ticket and then let me have a tech call you back, or or or
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  let me have a can you call the help desk, you know, because
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  I'm not the help that, I'm the accounting department. Like, so that's
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  where yeah, that's demonstrating boundaries, but at the same time, you're leaving
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  a negative experience for your clients, you're paying customers, and so that's definitely
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  not the way to do it. You want to do a hot a warm
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  transfer, right or even a hot transfer meaning you you you so the hot
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  transfer, and the distinction there is like hot transfer, you stay on the
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  whole call and then after the issue is resolved, is there anything else I
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  can I may assist you with. Uh, there's certain companies that do that,
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  right, depending on the situation, you want to do that. So
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  that's where the emotional intelligence comes in. Like there's vi ips owners of our
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  companies where they called me directly. They're never going to call to help us,
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  and I'm not going to say, oh, yeah, can you call
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  to help us? Like I'm there and I'm going to help them, Like
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  they're not going to want to like, hey, you know, let me
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  created a ticket and let me have like you know what I'm saying, Like,
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  if I can't help them, that's where I get. You get a
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  tech on the line and let's take care of them, you know. So
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  there's that fine balance for sure, Charlie. What I hear you saying is
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  you're solving a problem. You're not feeling like maybe taking advantage of or violated
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  per se. It's just recognizing this. This is so, this is where
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  I'm saying. When we have boundaries, it's it's in a way of protecting
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  folks in their well being first. Is what I hear you saying, Like,
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  look, there's a there's a need, there's a help. I'm not
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  going to stay here and like watch the person being injured. It's like,
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  well, that's not my job. It's like, well, yeah, but
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  I can help them, and it's not hurting me right a bad. It
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  may it may disrupt your day a little bit, but you're like, at
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  the end of the day, I want out my clients, right exactly.
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  Yeah. So, Bill, I'm going to come back to you then because
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  we're going to identify some of these areas of these these types of boundaries and
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  what so in the Idea Bill that we said, a boundary is there to
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  protect you in a way. It's to make sure that somebody is honoring you,
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  being considerate, right, not putting you in harm's way, not mistreating
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  you. So when we think about that, what is a type of a
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  boundary that comes to mind for you in in that context? Well, well,
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  Trulie already mentioned a really good one, the bound read between what you
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  know and what you don't know. Not letting people push you into into areas
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  that you you don't have knowledge. You know, the person who calls on
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  the you know for for tech support and you're the accountant, and it's like,
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  you know, well, on the one hand, you want to help
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  that person and you want to get them to the person who can help you,
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  but you can't say, well, let's figure this out. You know,
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  you shouldn't be doing that kind of a thing and putting yourself in that
• 14:26
  kind of situation. But but doing a doing a warm or hot transfer where
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  you take the person on the phone to the tech support guy and and I'm
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  like, hey, this our customers having a problem, help them, you
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  know kind of a thing. But but yeah, there's there's also the responsibility
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  boundary, you know, where where this isn't my problem, you know,
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  this isn't my job kind of kind of a thing. And that's really a
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  lot more to well then, I mean they'll all boundaries kind of protect the
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  person, the individual who's who's on the other side. But you know that
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  that helps protect everybody who's involved in it, the person whose job that is
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  to do it, you know, and and all that. But I still
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  hate it when people say that's not my job. And it's like that's when
• 15:22
  you do the warm transfer of like, oh, you know what, I
• 15:26
  know who you need to talk to. Let's say, hue over to that
• 15:30
  person and uh and get them there. Well here here, I'll flip that
• 15:33
  a little bit Bill on this and maybe come back to you, Charlie.
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  So say somebody comes to one of your texts, right, and they're saying,
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  hey, I need you to give me the password or access to this
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  account, and they're not authorized, right, So there's again a boundary that
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  your your responsibility is not to release that information because you're just not authorized.
• 15:52
  You don't have I mean, maybe you could get access to it, but
• 15:56
  there somebody is pressing you to get something and you're in you're feeling like that's
• 16:00
  gonna put me in jeopardy by trying to hear that request, right Charley,
• 16:03
  Yeah, yeah, absolutely, That's where the chain of command and rules of
• 16:08
  engagement comes in where yeah, absolutely, I I thank you for your requests.
• 16:14
  This does require and approval. Let me reach out and I will I
• 16:18
  will be able to provide that once I get the approval. You know,
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  so you're you're not saying no in like a like a yeah, yeah and
• 16:30
  yeah. I mean there's gonna be times where customers are going to ask for
• 16:33
  things that we don't we don't can't do, or don't have. I'll give
• 16:37
  you a perfect example example that I went through as being on the customer And
• 16:44
  I was at a restaurant last week in Salt Lake City and a colleague of
• 16:48
  mine asked for ranch and the restaurant didn't have it. So the server just
• 16:53
  straight up said no, we don't have it and walked away. So I
• 16:57
  was like, you know, that's interesting, you know, like their whole
• 17:03
  you know, being at a restaurant, it's all about service, right.
• 17:06
  So our main server comes by and I was like, you know, you
• 17:11
  might want to talk to that that other waiter because we asked for something and
• 17:17
  he just said no and walked away. And you know, so do you
• 17:21
  have something else that's close to the ranch? And so he was able to
• 17:25
  you know, get us something else that's close to the ranch and and he's
• 17:29
  like, yeah, that person's new this, that and the other. So,
• 17:32
  you know, when we can't do something, that's okay, Like having
• 17:37
  boundaries doesn't mean that you actually is what you, like you said, protecting
• 17:41
  you from that which you don't know, but at the same time, from
• 17:45
  a service standpoint, doing what you can control. Right, So what we
• 17:49
  can control is saying, you know, we we we're not able to do
• 17:53
  that. However, this is what we can do. Will that work for
• 17:56
  you? You know? So you don't want to leave the client or the
• 18:02
  customer without any hope, without any options or alternatives to their problem. What
• 18:08
  is not our fault is still our problem. They don't care whose thought it
• 18:14
  is, you know. So if we have customers, what's not our fault
• 18:18
  is still our problem. Yes, we always want to come back with so
• 18:25
  different solutions that we can do. Right. Well, it's to your point,
• 18:30
  Charlie. And the second their main waight a kind of identified it.
• 18:33
  So they're what I'm hearing is you know this sometimes there's it seems like common
• 18:40
  sense, but it's not common sensor. It does require some training and education
• 18:42
  and awareness exactly. And one of the most common ones that I hear of
• 18:47
  that anybody that's working in any kind of management high level role is you're talking
• 18:52
  about like sexual harassment. Right, This is a boundary, right, what
• 18:56
  do we do like your personal space right now? The thing is we would
• 19:02
  think that would be natural and normal. I think for the most part it
• 19:04
  is. But even if it is natural normal, it's just a reminder.
• 19:08
  So Bill, like, you know, you know, what's your experience in
• 19:11
  like dealing or maybe not personally, but just when you think about the importance
• 19:15
  of physical space comfort zones. Where have you observed that or seen that particularly?
• 19:21
  I mean, we're all man on must call, so I think I
• 19:22
  think I put myself and my wife or other women's situations where they feel,
• 19:26
  you know, they've got a clear boundary as to what's acceptable in the form
• 19:32
  of communication and shared of just being actually just being close around somebody physically,
• 19:37
  you know, Right, So, Bill, what's been your thoughts or experience
• 19:40
  there. Well, I've had some experience. It's not where I've been accused
• 19:45
  of but but where I've been affected by sexual harassment issues. I was at
• 19:51
  one at one job where normally most places you have an annual harassment sexual harassment,
• 20:03
  you know kind of training and the test you have to take or something.
• 20:07
  Because of one individual at this company, we had to take them every
• 20:12
  three months, which was a real hassle, you know, but but I
• 20:19
  can understand the owner of the business didn't want to have any more lawsuits and
• 20:26
  because of because of this one individual's problem. Yeah, it it went that
• 20:33
  way. And yeah, you want to you know, you need to be
• 20:40
  careful because there's also cultural norms that that you have to deal with as well
• 20:47
  that may overlap the sexual harassment feeling. You know, because some cultures it
• 20:53
  is much more normal to stand closer and you may invade a person's bubble,
• 21:00
  you know, or or they may may have been raised in such a way
• 21:04
  that that, you know, the genders are not treated equally and uh,
• 21:11
  and so you need to do training on a regular basis to make sure everybody's
• 21:15
  on the same page with that, because that's a that's a very important thing.
• 21:21
  And uh, you know some people are just jerks and gross yeah,
• 21:27
  unfortunately, Yeah, and uh, and they'll do, uh, they'll do
• 21:33
  things that they really shouldn't. Yeah, those are boundaries that definitely need to
• 21:37
  be respected, and there needs to be regular training. Maybe not every three
• 21:41
  months, but uh, but certainly on a regular basis depending on your company's
• 21:45
  needs. Yeah, yeah, absolutely, Bell, I mean yeah, hopefully
• 21:53
  I have every three months. I mean that that sounds a problem because you
• 21:56
  want we've talked about previous episodes about winning culture or if you missed those episodes
• 22:00
  that we did them early on in the series, and there's quite a few
• 22:03
  of them that Charlie enveloped in a part of excuse me, But I do
• 22:08
  think it's important. Like you said, Bill, you know, these boundaries
• 22:14
  can move a little bit depending on culture, and we got to be clear
• 22:18
  about this, you know it where it's appropriate. And the lank like we
• 22:22
  talked talked about language too that you're using, and so I mean, I
• 22:30
  remember taking one video at some point years ago and even like complimenting somebody,
• 22:37
  you know, the words you're using. Maybe you may be thinking it's no
• 22:40
  big deal to them. They're thinking like, hey, that's crossing a boundary.
• 22:45
  That's making me feel uncomfortable. And unfortunately, you know, if we
• 22:52
  were in a healthier place, they could tell you that, but oftentimes they're
• 22:56
  not comfortable even telling you that you've crossed crossed a boundary. So yeah,
• 23:02
  one of those areas too that I found is people crossing into emotional boundaries,
• 23:10
  possibly maybe asking you know, inappropriate questions or you no, just delving into
• 23:15
  more that they don't need to know. Right. Have you ever had that,
• 23:21
  guys where somebody is kind of asking questions and you like, what's the
• 23:23
  purpose and they're just they're just being either curious or they're just something as you
• 23:27
  know, caught their eye. But you know where right, Yeah, I
• 23:32
  know, I know someone who was in a situation just like that where he
• 23:37
  was just making conversation and and the people he was talking to took it in
• 23:44
  a much different way, and he ended up getting getting let go because because
• 23:51
  they considered it to be too big of a problem. And you know,
• 23:56
  I think that was a bit out of out of you know, beyond the
• 24:03
  beyond the need of the of the situation, because his his intent was innocent.
• 24:08
  But but yeah, but you know, that was something that should have
• 24:12
  been taken care of with a little bit of training, and you know,
• 24:18
  it's like, you just don't ask those kinds of questions. And and even
• 24:22
  I knowing the questions, I'm like, I'm I'm assounded that they went so
• 24:27
  far as to immediately canon, you know, because it's not like he was
• 24:33
  asking questions of a sexual nature. He was just asking questions of a personal
• 24:37
  nature, you know. So yeah, it can be taken to people.
• 24:45
  Some places can be some people can be so afraid of these things, of
• 24:49
  the possible lawsuits that that they go overboard with their reaction. Well, they
• 24:56
  may have, like we said, their boundaries may just be you have to
• 25:00
  look at that, and that's part of like you said, company culture,
• 25:02
  Bill, So in their case, their boundaries you know, were quite maybe
• 25:06
  different than others. And so if you're coming into a new company or something,
• 25:11
  it's important to kind of read the read the room, read read the
• 25:14
  situation here and say like is this some you know, talk with your HR
• 25:18
  person or somebody that's a senior leader and say, hey, you know,
• 25:21
  I had this question. Is this appropriate to ask? Uh? Is this?
• 25:25
  If you're not sure, I think it's better to ask the question and
• 25:27
  and then just assume and just say, hey, I'm going to talk about
• 25:30
  this. And it's sometimes not even talking about talking to the other person.
• 25:36
  It maybe you may be just sharing something, right, Bill, innocuously,
• 25:38
  like talking about your you know, you know background, you know, Hey,
• 25:44
  you know, let's just say, for example, somebody was years ago,
• 25:48
  we're in jail or something, or talking about how I had a criminal
• 25:51
  record, right whatever, Let's just say something happened, and maybe that they
• 25:55
  don't realize that with making somebody else, you know, affecting somebody else,
• 26:00
  and and sharing that, They're like, this doesn't bother me at all,
• 26:03
  but this may affect somebody else, right, you know? I had I
• 26:10
  had a colleague one one time I was working. We were doing construction monitoring,
• 26:14
  and she she was not even involved with a conversation. She was listening
• 26:19
  to listening to some other construction workers nearby happened to talk about she was Jewish.
• 26:30
  She don't think they knew she was Jewish, but they were just talking
• 26:32
  in derogatory terms politically in this and she overheard this and just she just felt
• 26:37
  uncomfortable. So it felt like I'm in a situation working here with these guys
• 26:41
  talking in this way. It just made me feel put her in a bad
• 26:45
  situation. Fortunately, she told me about it, and so I could then
• 26:49
  extract her from out of that work and figure out a better situation and then
• 26:53
  how to deal with these individuals. But not everybody does that. So just
• 27:00
  got to be aware of not just the physical space, but the words that
• 27:03
  you're using and the emotions that you're bringing around. Other thoughts on that,
• 27:07
  Yeah, for sure, I think well, no, I think I know
• 27:12
  in the Asian culture with the concept of boundaries, is even just such such
• 27:18
  a remote concept thause we're oftentimes just all up in each other's business and it's
• 27:27
  like I wouldn't even know. Like I used to value and think that transparency
• 27:34
  is important, that you need to be transparent and like, but then I
• 27:41
  learned about boundaries and I realized that, you know, each person is responsible
• 27:47
  for their own business and their own life well being and their own family.
• 27:52
  If you're worried about somebody else before you take care of yourself, then that's
• 27:59
  that's violid yours, I mean yourself, your own boundaries and other people's boundaries
• 28:04
  and you. So the whole idea here is control what you have control over,
• 28:10
  yes, And then in terms of like just awareness of crossing of boundaries
• 28:17
  like because in the past and also within guy culture like boys being boys type
• 28:22
  of deal, like we joke, you know, like of sexual nature,
• 28:26
  this, that and the other. You don't necessarily want to come off as
• 28:32
  the person that's you know, being uh, insensive or being too sensitive or
• 28:36
  whatnot. And thinking back, I can't even understand why I didn't say anything.
• 28:44
  This was when I was working in the hospitality industry. A co worker
• 28:48
  at the time we were trying for a baby, and this older guy was
• 28:52
  like, hey, do you need help with that? Like so like to
• 28:56
  me, I just laughed it off, like because at that time I had
• 28:59
  no co of boundaries. I had never learned or even heard about it.
• 29:03
  And so you know, it was just like that guy, you know,
• 29:07
  the whole culture of joking about sexuality and all that stuff. So you know,
• 29:14
  there's I think, outside of the work setting, fine, you want
• 29:18
  to joke whatever, great, go at it, right, But in that
• 29:22
  work setting, that was just totally out of place. And even though I
• 29:26
  felt wrong, I just didn't know. I didn't even know how to react.
• 29:29
  I didn't know how to respond to that, and I just laughed it
• 29:32
  off and I didn't, you know, I didn't go report it or anything.
• 29:34
  It's just you know, anyway, so just I think having awareness about
• 29:41
  like bullying or different different grades of it, right, different shades of bullying
• 29:45
  or things like that, that's that's definitely important. So that way it helps
• 29:51
  protect people and their emotional boundaries. Yeah, I know we're short. We're
• 29:56
  making this a shorter repis of the nice you guys are gonna have to come
• 29:59
  back for another around. The last boundary I want to just bring up you
• 30:03
  guys, and well, we'll do kind of final thoughts here because we're going
• 30:06
  to come back. We have lots more to talk about. How you're going
• 30:07
  to implement these boundaries, how we're gonna you know, look at these and
• 30:11
  deal with communication like you're bringing up, Charlie. But the last one I'll
• 30:15
  bring up is time boundaries. How many of you guys have had like somebody
• 30:18
  just like come into your office and like I got to talk like ho ho,
• 30:22
  hold on, I got other things, and they're just kind of sucking
• 30:23
  up your time or not being respectful of your time, and and so just
• 30:30
  being cognizant of the boundary or if like I know, this happens a lot
• 30:34
  in my industry where I've worked at. People are working on a report and
• 30:37
  let's say the reports do Friday. The person has to get give it handed
• 30:40
  to the person on Friday, and they'll give the report to them. But
• 30:44
  like they need to review it, never other time to prepare the report,
• 30:47
  and somebody gives it to them like like oh it is like due the next
• 30:49
  day. That like they don't give the person enough time to get the work
• 30:52
  done because they're not respecting that boundary. Bill. What's what's your been experienced
• 30:57
  on kind of time boundary? Wow? Yeah, just just exactly what you
• 31:04
  think. People coming up at the last minute having a conversation with you about
• 31:11
  nothing, you know, and you know, especially people who are in it's
• 31:19
  who are in a position superior to yours. It seems like those are the
• 31:25
  people who who don't respect your time, you know, because well I signed
• 31:30
  the jecks, so of course I can abuse your time if I want to.
• 31:33
  It's like, no, I've got things to do, you know,
• 31:37
  it's important to me. But yeah, I've had I've had plenty of people
• 31:41
  come up at at four point fifty nine wanting to have a twenty minute conversation,
• 31:47
  you know. And and then also as far as respecting time, I've
• 31:52
  had jobs, especially true in the in auto retail dealerships, where you're time
• 32:00
  outside of work is not is not respected. You know, you're expected to
• 32:06
  work a twelve hour day, and uh, and it's like, wait a
• 32:08
  minute. You know, I understand every now and again you got to work
• 32:12
  more than just eight, but but to expect you to work twelve hours every
• 32:17
  day, that's uh, you know that that just doesn't respect one's time.
• 32:22
  And time is very important because it's the it's the only thing you can't get
• 32:27
  back. Yep, you know. But yeah, that's and you have to
• 32:34
  you have to put up those barriers for yourself. You know, nobody's gonna
• 32:38
  do it for you because time is not something we can look at and see,
• 32:43
  and it's uh, you know, it's so often overlooked bye by everyone.
• 32:50
  You know, you need to set up your own boundaries for it and
• 32:54
  and make sure that that people respect that. You know, it's your time,
• 33:00
  You've got stuff to do, you need to you need to take control
• 33:05
  of it absolutely. So you know, we're not going to unfortunately get to
• 33:10
  tonight, we're not going to get to some more effective communication and how to
• 33:14
  deal with that and waste to implement that means you guys have to come back
• 33:16
  and listen to another episode of the Business podcast, which we love to have
• 33:21
  you do, you know, and of course subscribe, leave us a five
• 33:24
  star. We would welcome that help get the message out. We are on
• 33:28
  YouTube, you find us on LinkedIn. We have this as a premiered event
• 33:31
  out there. Charlie, I'm gonna come back to you just for last thoughts
• 33:35
  and takeaways on time just boundaries. What's your key takeaways for those that are
• 33:39
  listening to us tonight. Yeah, I one hundred percent agree with what Bill
• 33:45
  mentioned of valuing your time and setting the proper community well, communicating properly what
• 33:52
  you have available and what you don't, and actually committing time for you know,
• 34:00
  I even have to put it on my schedule eat you know, during
• 34:02
  lunch or else I'm not gonna eat because it's so easy to just go and
• 34:07
  get working and just lose track of time. And and you know, family
• 34:09
  time, like I have that on the calendar because we value our jobs,
• 34:15
  we value the company that we serve and the customers we serve. We also
• 34:19
  treasure our family. They're the ones that we're doing this for. So make
• 34:22
  sure that we're when we're off, we're off, like sign out of your
• 34:27
  things or you know, put your your auto responders. That's honoring your family
• 34:34
  time, like the time that you're off or whatever it is you're doing.
• 34:37
  So let other people step up and be the people that are covering you.
• 34:42
  So that's yeah, very very very important. Bill. Last thoughts as we
• 34:46
  wrap it up here tonight, last thoughts, take care of yourself, you
• 34:53
  know, make sure that that you're protected in this life because there are things
• 34:59
  more important. Work. Yes, it's part of life, it's not all
• 35:02
  of life, right, So yeah, So I hope everybody's listening. You
• 35:07
  guys got some value out of this. If you want to learn more,
• 35:09
  you want to connect with Bill, Charlie myself. Please do we leave comments
• 35:14
  here. We appreciate it, give your us your feedback. We want you
• 35:16
  to be healthy and well and all that you do, like you said,
• 35:20
  Bill, and we want you to come back again for another episode of the
• 35:22
  Business round Table podcast. So until then, have an amazing night and we'll
• 35:27
  talk to you all soon. Thank you, guys. All right, have
• 35:30
  a good night. Guys. Thanks, have a good night,