March 23, 2026
Megan Reitz - Why you need to be more spacious as a leader
In a world driven by speed and execution, leaders risk missing what truly matters. This conversation explores how creating space in thinking and dialogue can unlock better decisions, deeper insight and more meaningful collaboration.
What is spaciousness and why it matters
Spaciousness is a different mode of attention that allows leaders to step back, see relationships and uncover insights that remain hidden in constant doing mode. When we slow down and expand our awareness, we become more present, more curious and better equipped to navigate complexity and uncertainty.
The tension between doing and being
Modern organisations reward speed, efficiency and output. While essential, this focus can narrow attention and limit creativity. The conversation highlights how leaders often equate success with activity, even when it leads to doing the wrong things faster. Balancing doing with reflection is key to effective leadership.
How leaders shape conversations and outcomes
The way leaders show up directly impacts the voices around them. Creating psychological safety, inviting reflection and being intentional about attention can open up more meaningful dialogue. Small shifts, such as pausing before meetings or asking better questions, can transform everyday interactions.
Practical ways to create space
Through the SPACE framework, the conversation outlines tangible ways to enable spaciousness, including safety, people, attention, conflict and environment. These elements help leaders and teams pause, reflect and act more deliberately, even in high pressure environments where speed dominates.
March 23, 2026
Megan Reitz - Why you need to be more spacious as a leader
In a world driven by speed and execution, leaders risk missing what truly matters. This conversation explores how creating space in thinking and dialogue can unlock better decisions, deeper insight and more meaningful collaboration.
What is spaciousness and why it matters
Spaciousness is a different mode of attention that allows leaders to step back, see relationships and uncover insights that remain hidden in constant doing mode. When we slow down and expand our awareness, we become more present, more curious and better equipped to navigate complexity and uncertainty.
The tension between doing and being
Modern organisations reward speed, efficiency and output. While essential, this focus can narrow attention and limit creativity. The conversation highlights how leaders often equate success with activity, even when it leads to doing the wrong things faster. Balancing doing with reflection is key to effective leadership.
How leaders shape conversations and outcomes
The way leaders show up directly impacts the voices around them. Creating psychological safety, inviting reflection and being intentional about attention can open up more meaningful dialogue. Small shifts, such as pausing before meetings or asking better questions, can transform everyday interactions.
Practical ways to create space
Through the SPACE framework, the conversation outlines tangible ways to enable spaciousness, including safety, people, attention, conflict and environment. These elements help leaders and teams pause, reflect and act more deliberately, even in high pressure environments where speed dominates.
