The pandemic has wreaked havoc on work/life balance and many floral industry leaders are struggling to meet the needs of their customers, employees and families without spreading themselves too thin. One way to ease your load and prevent burnout, according to the Harvard Business Review (HBR): Embrace the power of “no.”
According to HBR writer Priscilla Claman, so-called “boundary predators” (the young, beloved child “working” alongside you during the pandemic, the anxious bride who has had to reschedule her event multiple times, the employee who needs constant direction) “rely on their power and authority — and your passivity — to get what they want.”
“It’s up to you to push back by understanding how to create boundaries and maintain them,” Claman writes. “Personal boundaries are difficult to define and hard to maintain in all spheres of our lives. Unlike laws or national boundaries, personal boundaries don’t exist on their own; you have to will them into existence through conversation, especially if you aren’t in a position of power. However, all kinds of people conduct these difficult conversations every day with customers, clients, and kids, clarifying the work to be done and both drawing and holding the line.”
Her tips for leaders who need help setting up, or reasserting, boundaries include:
Be proactive. Having a conversation about expectations and boundaries before you need to enforce them can go a long way to reducing conflict and tension, Claman said. “When everyone consents to terms ahead of time, everyone knows what the objectives are and what to expect, and there is usually less potential for opposition,” she writes. For example, when someone is requesting a faster response than you’re able to give, try saying, “I have to finish xx project but I’ll be able to talk at 1 p.m.”
Toot your horn. “Setting boundaries, no matter how casual, requires some authority,” Claman noted. “Briefly referring to the expertise you bring to the table gives you additional power in boundary negotiations. For florists working with a worried bride, that might look like, “In my experience working with this venue…” For a disappointed customer, asserting your authority could also sound like, “Thank you for bringing this to my attention. We have a reputation for high quality service, so I’m happy to have the chance to make things right…”
Find workarounds to “no.” Sometimes, saying no is necessary. (And many florists in the pandemic realized saying no could be empowering.) But finding creative ways to “not say no directly” can also help you shore up important relationships, Claman said. For example, if you can’t say yes to a client’s request, lead with the service you can provide, whether that’s a project at a more realistic timeline or a modified proposal.
Mary Westbrook is the editor in chief of Floral Management magazine.
