June 9, 2025 • 15 mins
In the rush of meetings, pings, deadlines, and distractions, how do leaders hold their ground on what truly matters?
In this episode of The Workplace Chameleon, Dr. Celina Peerman explores what it really means to hold the line—to protect priorities, maintain focus, and lead with clarity when everything feels urgent. You’ll learn why it’s so hard to stay aligned (especially when you're trying to be helpful), how doubt can actually make you a stronger leader, and practical ways to say “not now” without shutting people down. This is the leadership work that builds trust, models boundaries, and creates space for what matters most.
Dr. Celina Peerman is an organizational psychologist, speaker, and author with 30 years of experience helping leaders navigate change, develop stronger teams, and lead with more intention. With humor, heart, and a focus on practical tools, she brings real-world leadership insights to every conversation.
Download the free companion worksheet to reflect on your own leadership priorities and help your team stay focused this week. Email us at hello@workplacechameleon.com for details.
This episode is part of our ongoing season on focus, prioritization, and alignment—because the best leaders aren’t doing more; they’re doing what matters most.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:06):
Welcome to the Workplace Chameleon.
This is Dr Selina.
In this podcast, we explore howto adapt, align and lead
through continuous changewithout losing ourselves in the
process.
This season, we're digging intowhat it really takes to focus,
(00:27):
prioritize what matters and leadwith intention when everything
feels urgent.
Today's episode is holding theline.
Let's be honest for a moment.
Holding the line can be hard.
You decide what matters, youclarify the focus and then
(00:55):
someone else wants to shift theline again.
It's a good thing vinyl recordsare back in, because I can now
use the phrase.
Now you might feel like abroken record and say things
like this that's not our focusright now.
That's a good idea, yet not ourpriority.
(01:18):
Let's finish what we've startedon this before we add the next
thing.
Those are examples of phrasesthat can help you hold the line.
Yet it takes energy to stayaligned, especially when
pressure or people try to pullyou off course.
(01:40):
What does it really mean tohold the line?
It means committing to thefocus you've already set, not
because you're rigid, butbecause you're clear.
It's about protecting whatmatters most.
(02:03):
Holding the line is an act ofmaintaining boundaries,
priorities and purpose in theface of competing demands.
It means staying grounded inwhat you said you would do, even
when new requests, ideas orcrises pull you away.
(02:24):
Clarity is key.
I found that when we haveclarity about goals and values,
timelines and expectations, wecan filter decisions and
requests through that lens, oreven multiple lens.
(02:46):
It helps everyone know where toput their energy and what to
say yes to and, I believe, justas importantly, what to say no
to.
Without clarity, it's easy todrift or say yes to the wrong
(03:07):
things out of habit or pressure.
As leaders people leaders,project leaders, technical
leaders, expertise leadersholding the line might mean
saying no to something that'sreally cool and exciting yet
(03:27):
doesn't align with our strategy.
Sticking to a decision you'vemade as a team, even when others
are questioning it.
Resisting the urge to jump intoreactive mode when distractions
show up.
Into reactive mode whendistractions show up.
Holding the line is not aboutcontrol.
(03:48):
It's about clarity and followthrough.
Okay, great to say.
Good review.
So why is this so stinking hard?
Maybe there are some times it'sless hard.
Overall, in my conversationswith leaders every day, I think
(04:10):
it's important for us to namethe tension of what makes this
harder to do, of what makes thisharder to do.
Let's look at a couple.
I often see people not wantingto see unhelpful.
They don't want to be seen asunhelpful or resistance, and
when they hold the line, theypush back other people.
(04:33):
So when I see many leaderspriding themselves on being
approachable and supportive,saying no or pushing back can
feel like you're disappointingpeople or, worse, shutting them
down.
But saying yes to everythingputs you at risk of mission
drift and burnout.
(04:54):
Holding the line means choosinglong-term impact over
short-term approval.
Another one the pressure torespond quickly is very real.
In our fast-paced environments,delayed answers can be seen as
(05:17):
an indecision.
Leaders often feel like theyneed to give an immediate
response to demonstratecompetence.
But urgency should not overrideintentionality.
Sometimes the best leadershipmove is to pause, assess and
respond with clarity.
I do see examples where peoplemay take it personally when you
(05:40):
redirect or push back, andthat's where we need to talk
about this as one of the optionswe've got, because, especially
in team cultures where ideas andinitiatives are closely tied to
personal identity or passion,it's not uncommon for people to
feel dismissed when their ideaisn't acted on immediately.
(06:02):
That's why how you say quotenot now matters as much as
saying it at all.
Empathy plus clarity buildstrust.
I understand that's importantto you.
Our next focus is right, so Ican acknowledge why that's
(06:26):
important to them.
But I have to bring it back towhat we're paying attention to,
what we're putting resources to,what we've already agreed on is
the focus.
I think it's also important forus to acknowledge that
sometimes we second guessourselves.
Did we set the right focus?
Is it okay to hold steady whenothers are moving on other
(06:48):
things?
And often they're moving prettydarn fast?
Here's the thing.
Second, guessing yourselfdoesn't mean you're a weak
leader.
I'm going to say that one moretime for us to.
I'll just repeat it back againwhen we need it.
Second, guessing yourselfdoesn't mean you're a weak
W-E-A-K leader.
(07:09):
It means you're thoughtful.
Doubt, when acknowledged andexamined, can serve as a
checkpoint.
It asks are we still on theright track?
Has anything changed?
That should make us reconsider.
This kind of self-awarenessbuilds stronger alignment over
(07:31):
time.
I use the phrase I've published, the phrase I live, the phrase
normalize the doubt.
It's a sign of who you are.
It's a sign of how you care.
It doesn't mean that we'realways doubting.
It's a sign that we're leadingwith intention, not just
(07:53):
authority.
Leadership often means being theone to pause and revalidate the
direction before charging ahead.
This is the opposite of what Ido in my training classes when I
say when does your stubborncome out?
This is pause with intention,not stubbornness.
It's responsibledecision-making, and this is
(08:18):
where leadership gets lonelier,but it's also where it becomes
most powerful.
What are some tools, then, thatcan help you hold the line?
Stay anchored in those momentswhen that push at you or at the
(08:41):
idea or at the focus feelspretty hard.
Number one repeat the vision.
Remind yourself and others ofthe bigger picture.
Here's what we're focusing onthis quarter.
Let's realign our goals.
Are we still moving towardsthat finish line?
To stay on track, let's comeback to our original purpose.
(09:02):
Two acknowledge the value.
You don't have to dismiss ideasto stay focused.
That's a great suggestion.
Let's add it to our list fornext review.
I appreciate the creativityhere.
Let's record it so we don'tlose that spark.
That could be really usefullater.
(09:26):
Can we bookmark it for our nextplanning meeting?
For our next planning meeting?
It just said not now in avariety of ways.
Yet in each of these, weacknowledge the idea of the
value, and we need great ideasfrom anywhere today.
(09:46):
We just can't act on all ofthem.
Use time-bound language whenpossible.
This month, our priority isblank.
We can revisit that idea nextquarter.
That's more of a phase twoinitiative.
Let's make sure phase one isstrong first.
Timing matters.
Let's give this its due whenthe bandwidth is right.
(10:12):
Now I'm speaking in generalitiesbecause you know your business
best.
I'm not trying to use just somegeneral business jargon here,
but you choose the words thatfit for you and then bring your
team in Ask what helps us stayfocused?
Where are we drifting right now?
What have we said?
(10:34):
Yes to that?
Maybe we shouldn't have.
By the way, I'm just dedicatingthat to my own team because
they ask me that all the time.
And if we could do only onething this week, what would it
be?
Sometimes I'll use the questionout of all the things you could
(10:55):
choose to do today, what's themost important Out of this week,
out of this month, out of thisquarter?
Now, it doesn't mean that theydon't adjust because
circumstances change, but weneed to hold the line without
becoming the wall.
There's a difference betweenclarity and rigidity.
(11:17):
Clarity is about purpose.
It allows you to navigate withdirection, even through
complexity.
It's flexible when needed, butrooted in values and vision
Rigidity, on the other hand, useand vision Rigidity, on the
other hand, is about fear.
It resists change at all costs,even when circumstances demand
(11:44):
adjustment.
Rigidity can lead to alienation, decreased innovation and
resistance.
Holding the line doesn't meannever flexing.
It does mean being intentionalabout when and why you flex.
Ask yourself is this a trueshift in priorities or just a
(12:04):
new distraction?
What would it cost us to switchfocus now?
There's a cost to change andthere's a cost not to change.
There's a cost to switch focusnow and there's a cost not to
switch focus now and there's acost not to switch focus now.
(12:27):
We just have to decide whichcost we want.
And how do I invite others intothe why behind our focus?
When we flex, it helps to sayI'm not saying no forever, I'm
saying not right now.
Your leadership is really asignal to other people.
When you hold the line, otherslearn to as well.
(12:49):
They begin to see thatboundaries are not shutting
things down.
They're about protecting whatmatters.
Your consistency builds safety.
One more time on that one.
Your consistency builds safety.
(13:09):
It lets others know what toexpect and where the focus lies.
It shows that priorities aren'tjust words on a paper, physical
or electronic.
They're lived through decisionsand that modeling matters.
When your team sees you makechoices that align with strategy
(13:32):
, they begin to do the same.
They mirror your clarity,they're more confident, saying
let's stay focused or that's agreat idea, it's just not the
right time.
That, step-by-step, is how youbuild a culture that values
(13:52):
clarity and intentionality.
One decision, one conversation,one line at a time,
conversation, one line at a time.
You have more influence thanyou think.
When you hold the line, youmodel commitment, clarity and
(14:19):
courage, and that's how we buildcapacity.
Thanks for joining me on thisepisode of the Workplace
Chameleon Watch for upcomingfree companion worksheets to
help you reflect on yourpriorities and how you prepare
to hold the line with your team,your time and your focus.
Well, that will be available ona link.
(14:42):
If the link isn't available toyou right now, please just email
us at hello atworkplacechameleoncom.
I promise you'll only have totype in chameleon once, when you
spell it correctly, and thenyou'll have us forever Remember.
Your week ahead may be full ofnoise, but here's your
(15:03):
invitation Notice it, name itand shift toward your signal.
Keep smashing mental healthstigmas and if today's episode
helped you refocus or realign,share it, reflect on it and use
it to lead just a little clearerthis week.
To lead just a little clearerthis week.
(15:24):
Until next time, keep leadingwith intention and learn
something new today.
Welcome to the Workplace Chameleon.
This is Dr Selina.
In this podcast, we explore howto adapt, align and lead
through continuous changewithout losing ourselves in the
process.
This season, we're digging intowhat it really takes to focus,
(00:27):
prioritize what matters and leadwith intention when everything
feels urgent.
Today's episode is holding theline.
Let's be honest for a moment.
Holding the line can be hard.
You decide what matters, youclarify the focus and then
(00:55):
someone else wants to shift theline again.
It's a good thing vinyl recordsare back in, because I can now
use the phrase.
Now you might feel like abroken record and say things
like this that's not our focusright now.
That's a good idea, yet not ourpriority.
(01:18):
Let's finish what we've startedon this before we add the next
thing.
Those are examples of phrasesthat can help you hold the line.
Yet it takes energy to stayaligned, especially when
pressure or people try to pullyou off course.
(01:40):
What does it really mean tohold the line?
It means committing to thefocus you've already set, not
because you're rigid, butbecause you're clear.
It's about protecting whatmatters most.
(02:03):
Holding the line is an act ofmaintaining boundaries,
priorities and purpose in theface of competing demands.
It means staying grounded inwhat you said you would do, even
when new requests, ideas orcrises pull you away.
(02:24):
Clarity is key.
I found that when we haveclarity about goals and values,
timelines and expectations, wecan filter decisions and
requests through that lens, oreven multiple lens.
(02:46):
It helps everyone know where toput their energy and what to
say yes to and, I believe, justas importantly, what to say no
to.
Without clarity, it's easy todrift or say yes to the wrong
(03:07):
things out of habit or pressure.
As leaders people leaders,project leaders, technical
leaders, expertise leadersholding the line might mean
saying no to something that'sreally cool and exciting yet
(03:27):
doesn't align with our strategy.
Sticking to a decision you'vemade as a team, even when others
are questioning it.
Resisting the urge to jump intoreactive mode when distractions
show up.
Into reactive mode whendistractions show up.
Holding the line is not aboutcontrol.
(03:48):
It's about clarity and followthrough.
Okay, great to say.
Good review.
So why is this so stinking hard?
Maybe there are some times it'sless hard.
Overall, in my conversationswith leaders every day, I think
(04:10):
it's important for us to namethe tension of what makes this
harder to do, of what makes thisharder to do.
Let's look at a couple.
I often see people not wantingto see unhelpful.
They don't want to be seen asunhelpful or resistance, and
when they hold the line, theypush back other people.
(04:33):
So when I see many leaderspriding themselves on being
approachable and supportive,saying no or pushing back can
feel like you're disappointingpeople or, worse, shutting them
down.
But saying yes to everythingputs you at risk of mission
drift and burnout.
(04:54):
Holding the line means choosinglong-term impact over
short-term approval.
Another one the pressure torespond quickly is very real.
In our fast-paced environments,delayed answers can be seen as
(05:17):
an indecision.
Leaders often feel like theyneed to give an immediate
response to demonstratecompetence.
But urgency should not overrideintentionality.
Sometimes the best leadershipmove is to pause, assess and
respond with clarity.
I do see examples where peoplemay take it personally when you
(05:40):
redirect or push back, andthat's where we need to talk
about this as one of the optionswe've got, because, especially
in team cultures where ideas andinitiatives are closely tied to
personal identity or passion,it's not uncommon for people to
feel dismissed when their ideaisn't acted on immediately.
(06:02):
That's why how you say quotenot now matters as much as
saying it at all.
Empathy plus clarity buildstrust.
I understand that's importantto you.
Our next focus is right, so Ican acknowledge why that's
(06:26):
important to them.
But I have to bring it back towhat we're paying attention to,
what we're putting resources to,what we've already agreed on is
the focus.
I think it's also important forus to acknowledge that
sometimes we second guessourselves.
Did we set the right focus?
Is it okay to hold steady whenothers are moving on other
(06:48):
things?
And often they're moving prettydarn fast?
Here's the thing.
Second, guessing yourselfdoesn't mean you're a weak
leader.
I'm going to say that one moretime for us to.
I'll just repeat it back againwhen we need it.
Second, guessing yourselfdoesn't mean you're a weak
W-E-A-K leader.
(07:09):
It means you're thoughtful.
Doubt, when acknowledged andexamined, can serve as a
checkpoint.
It asks are we still on theright track?
Has anything changed?
That should make us reconsider.
This kind of self-awarenessbuilds stronger alignment over
(07:31):
time.
I use the phrase I've published, the phrase I live, the phrase
normalize the doubt.
It's a sign of who you are.
It's a sign of how you care.
It doesn't mean that we'realways doubting.
It's a sign that we're leadingwith intention, not just
(07:53):
authority.
Leadership often means being theone to pause and revalidate the
direction before charging ahead.
This is the opposite of what Ido in my training classes when I
say when does your stubborncome out?
This is pause with intention,not stubbornness.
It's responsibledecision-making, and this is
(08:18):
where leadership gets lonelier,but it's also where it becomes
most powerful.
What are some tools, then, thatcan help you hold the line?
Stay anchored in those momentswhen that push at you or at the
(08:41):
idea or at the focus feelspretty hard.
Number one repeat the vision.
Remind yourself and others ofthe bigger picture.
Here's what we're focusing onthis quarter.
Let's realign our goals.
Are we still moving towardsthat finish line?
To stay on track, let's comeback to our original purpose.
(09:02):
Two acknowledge the value.
You don't have to dismiss ideasto stay focused.
That's a great suggestion.
Let's add it to our list fornext review.
I appreciate the creativityhere.
Let's record it so we don'tlose that spark.
That could be really usefullater.
(09:26):
Can we bookmark it for our nextplanning meeting?
For our next planning meeting?
It just said not now in avariety of ways.
Yet in each of these, weacknowledge the idea of the
value, and we need great ideasfrom anywhere today.
(09:46):
We just can't act on all ofthem.
Use time-bound language whenpossible.
This month, our priority isblank.
We can revisit that idea nextquarter.
That's more of a phase twoinitiative.
Let's make sure phase one isstrong first.
Timing matters.
Let's give this its due whenthe bandwidth is right.
(10:12):
Now I'm speaking in generalitiesbecause you know your business
best.
I'm not trying to use just somegeneral business jargon here,
but you choose the words thatfit for you and then bring your
team in Ask what helps us stayfocused?
Where are we drifting right now?
What have we said?
(10:34):
Yes to that?
Maybe we shouldn't have.
By the way, I'm just dedicatingthat to my own team because
they ask me that all the time.
And if we could do only onething this week, what would it
be?
Sometimes I'll use the questionout of all the things you could
(10:55):
choose to do today, what's themost important Out of this week,
out of this month, out of thisquarter?
Now, it doesn't mean that theydon't adjust because
circumstances change, but weneed to hold the line without
becoming the wall.
There's a difference betweenclarity and rigidity.
(11:17):
Clarity is about purpose.
It allows you to navigate withdirection, even through
complexity.
It's flexible when needed, butrooted in values and vision
Rigidity, on the other hand, useand vision Rigidity, on the
other hand, is about fear.
It resists change at all costs,even when circumstances demand
(11:44):
adjustment.
Rigidity can lead to alienation, decreased innovation and
resistance.
Holding the line doesn't meannever flexing.
It does mean being intentionalabout when and why you flex.
Ask yourself is this a trueshift in priorities or just a
(12:04):
new distraction?
What would it cost us to switchfocus now?
There's a cost to change andthere's a cost not to change.
There's a cost to switch focusnow and there's a cost not to
switch focus now and there's acost not to switch focus now.
(12:27):
We just have to decide whichcost we want.
And how do I invite others intothe why behind our focus?
When we flex, it helps to sayI'm not saying no forever, I'm
saying not right now.
Your leadership is really asignal to other people.
When you hold the line, otherslearn to as well.
(12:49):
They begin to see thatboundaries are not shutting
things down.
They're about protecting whatmatters.
Your consistency builds safety.
One more time on that one.
Your consistency builds safety.
(13:09):
It lets others know what toexpect and where the focus lies.
It shows that priorities aren'tjust words on a paper, physical
or electronic.
They're lived through decisionsand that modeling matters.
When your team sees you makechoices that align with strategy
(13:32):
, they begin to do the same.
They mirror your clarity,they're more confident, saying
let's stay focused or that's agreat idea, it's just not the
right time.
That, step-by-step, is how youbuild a culture that values
(13:52):
clarity and intentionality.
One decision, one conversation,one line at a time,
conversation, one line at a time.
You have more influence thanyou think.
When you hold the line, youmodel commitment, clarity and
(14:19):
courage, and that's how we buildcapacity.
Thanks for joining me on thisepisode of the Workplace
Chameleon Watch for upcomingfree companion worksheets to
help you reflect on yourpriorities and how you prepare
to hold the line with your team,your time and your focus.
Well, that will be available ona link.
(14:42):
If the link isn't available toyou right now, please just email
us at hello atworkplacechameleoncom.
I promise you'll only have totype in chameleon once, when you
spell it correctly, and thenyou'll have us forever Remember.
Your week ahead may be full ofnoise, but here's your
(15:03):
invitation Notice it, name itand shift toward your signal.
Keep smashing mental healthstigmas and if today's episode
helped you refocus or realign,share it, reflect on it and use
it to lead just a little clearerthis week.
To lead just a little clearerthis week.
(15:24):
Until next time, keep leadingwith intention and learn
something new today.
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