There comes a point in every leader’s journey when the weight of responsibility starts to feel suffocating. The calendar overflows with meetings, emails pile up faster than they can be answered, and the urgency of daily tasks drowns out the strategic thinking that once fuelled progress. At first, this constant motion feels like momentum, moving at full speed, tackling every challenge head-on. But over time, the very busyness that once signified effectiveness becomes a barrier to true leadership.
“This is the leadership overload problem, when leaders become so consumed by daily operations that they lose the space to think, plan, and innovate.”
I was reminded of this when I met Alister, the president of a fast-growing company, on a flight to Salt Lake City. As we talked, he shared a familiar leadership dilemma. His days were consumed by back-to-back meetings, endless emails, and pressing decisions, leaving him no space to step back and think strategically. “I feel like I’m constantly putting out fires,” he admitted. “I know where I want the company to go, but I never have time to focus on the big picture.”
This is the leadership overload problem, when leaders become so consumed by daily operations that they lose the space to think, plan, and innovate. The paradox is that the higher you rise in leadership, the less time you often have for actual leadership. Without intentional efforts to create space, leaders fall into the trap of reacting instead of leading.
The solution? The Leadership Margin. This is the deliberate practice of carving out mental, emotional, and strategic space to focus on what truly matters. The best leaders don’t just manage their schedules; they protect their capacity to think, anticipate, and drive long-term success.
Many leaders mistake busyness for effectiveness. They believe that staying constantly engaged in meetings, calls, and emails is a sign of strong leadership. But research suggests the opposite. A Harvard Business Review study found that executives spend less than 10 percent of their time on strategic thinking, even though it’s one of the most critical aspects of leadership.
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When leaders lack margin, they experience:
· Decision fatigue, leading to slower, less effective choices.
· Short-term thinking, where immediate issues take priority over long-term vision.
· Burnout, reducing their ability to inspire and lead with clarity.
One CEO I worked with was so overloaded with daily meetings that he had no time to plan for the company’s next phase of growth. As a result, his team lacked direction, and the company stalled. This happens in organisations where leaders fail to protect their ability to think strategically.
Leaders who succeed over the long term understand that constant activity does not equate to impact; they create space to think, step back, evaluate, and make thoughtful decisions rather than reacting impulsively. A great example is Bill Gates’ “Think Week,” a practice where he retreats twice a year to read, reflect, and generate new ideas—many of Microsoft’s most successful innovations, including cloud computing, emerged from these focused sessions. By carving out strategic margins, leaders can anticipate industry trends and disruptions, make bold, well-informed decisions, and align their teams around a clear, compelling vision. Without this intentional space, leaders risk drifting aimlessly, merely responding to circumstances instead of actively shaping them.
Meanwhile, in today’s culture, the grind mentality is often glorified, with leaders praised for working long hours, answering emails at midnight, and sacrificing personal time—but working harder doesn’t mean working smarter. Jeff Weiner, former CEO of LinkedIn, took the opposite approach by scheduling two hours of blank space every day for deep thinking, resulting in sharper decision-making, clearer strategy, and a high-performing company. The difference is clear: a leader constantly reacting to daily fires versus one developing a vision for the future, a leader buried in endless tasks versus one empowering others to execute. Sustainable leadership isn’t about doing more; it’s about doing what matters most.
Leaders can take intentional steps to reclaim their time and thinking space by prioritising what truly matters. Ruthless prioritisation is key to identifying the 20 percent of tasks that drive 80 percent of results (Pareto Principle) and saying no to non-essential meetings and projects. Effective delegation allows leaders to regain time for higher-level thinking by building self-sufficient teams that don’t require constant oversight. Scheduling dedicated reflection time, like Bill Gates’ “Think Week” or even one hour per week, enhances decision-making and strategic clarity. Leveraging technology and automation streamlines administrative tasks, freeing up mental bandwidth for big-picture initiatives. Additionally, mental and physical renewal—through rest, exercise, and unplugging—is essential, as burnout reduces creativity and strategic foresight. Even top leaders like Warren Buffett spend 80 percent of their time reading and thinking, proving that sustainable leadership is about focusing on long-term decisions rather than getting lost in daily distractions.
Many leaders mistakenly equate complexity with intelligence, but the best leaders simplify. Jeff Bezos believed that if a strategy couldn’t be explained clearly to an outsider, it was too complicated. Simple strategies are easier to execute, more likely to be understood and embraced by teams, and more adaptable in changing environments. Great leaders cut through complexity to bring clarity because if a leader can’t articulate their priorities, neither can their team.
As you step into the coming weeks, evaluate whether you are merely staying busy or intentionally creating space to lead effectively. Identify areas where you can free up time for deeper thinking and consider small changes that can help you regain control over your time, decisions, and vision. Leaders must not only create clarity but also capacity—without margin, they become managers; with margin, they become visionaries. True leadership isn’t about doing more; it’s about making space for what truly matters.
About the author
Dr Toye Sobande is a strategic leadership expert, lawyer, public speaker, and trainer. He is the CEO of Stephens Leadership Consultancy LLC, a strategy and management consulting firm offering creative insights and solutions to businesses and leaders. Email: [email protected]
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