Nearly every conversation I have with leaders includes: "I've no time to think", "I'm in back-to-back meetings", or "I need to be better at time management." Sound familiar?
Mental Health First Aid (MHFA) England reported in 2023 that 61% of workers feel exhausted at the end of most working days. Deloitte also found 64% of managers have considered quitting for roles that better support their wellbeing.
Since the pandemic, busyness has become a badge of honour in many organisations. But this culture isn’t serving us well – either from a mental heath perspective, or a strategic perspective which I explored last month.
Our diary is our fault. We fail to plan ahead, set boundaries, or say no. This affects not only our wellbeing, but also our relationships and decision-making. As business moves faster, is more complex and leadership decision making becomes more critical, we must carve out space to think clearly, consult others, and make better decisions. Being buried in meetings, buried in emails, with no time for lunch or the loo isn’t sustainable.
We need to lead smarter. That starts with making space.
A few years ago, I chose “space” as my word of the year. I wanted to slow down, be more considered, and create room for other things. Creating that space was surprisingly uncomfortable. It took me 2-3 months to reorganise my diary. After 30 years of 50-60 hour weeks, the habit of being busy was ingrained.
But that’s the thing: it was just a habit. One I had to break – without guilt – to get comfortable thinking, planning, and even wasting time to gain time. After six months, I finally found my rhythm. With guardrails in place, I now focus on the right things and avoid getting bogged down.
So how can you create space?
1. Define what you want space for.
This could be within the work environment, at home or for hobbies. Ask yourself:
What would you like freedom from?
What would you like freedom for?
Your answers will guide what kind of space you need and when.
2. Choose your focus & be deliberate.
Greg McKeown, in Essentialism, urges us to “discern the trivial many from the vital few.” Review your work and life:
What truly supports your wellbeing, effectiveness, and responsibilities?
What’s trivial, not yours to do, or just doesn’t matter?
Never book more than 80% of your diary. Things always take longer than we think.
Choose when you’re available and when you’re not. When someone asks for your time, you don’t have to say yes. Equally, don’t become the rebel who resists everything. Instead, negotiate. Ask: “Do you need me for the whole meeting?” or “When’s the deadline?” Or simply say, “I can’t do that then – but here’s when I can.” Most people respect that.
This is about disciplined choices – what you will do, delegate, or ditch. You can’t do it all, so decide what to compromise.
3. Make sure you’re playing in position
Where are you doing things outside your role? Try this exercise:
Take a sheet of paper and divide it into four: my role, my team’s role, my manager’s role, others’ roles.
Map your tasks and meetings. What do you notice? How much of what you’re doing actually is someone else’s responsibility.
If things don’t belong to you, politely return them or renegotiate, what, when, or how it will happen, by whom.
Remember – creating space isn’t lazy – it’s leadership. The right space enables you to lead with clarity, make better decisions, and make an impact where it truly matters.
Annabel is an Executive and Team Coach, Leadership Facilitator and Coach Supervisor. If you would value a thinking space to put this all in place, why not reach our to Annabel for a chat via LinkedIn, annabel@successfultraining.co.uk, or visit www.successfultraining.co.uk