Mark: A global leadership consultancy analyzed 50,000 leaders. The result? A staggering 93% of them had a critical development need. It wasn't charisma or strategy. It was the simple, overlooked ability to create space. Michelle: Whoa, 93 percent? That’s basically everyone. That can't be right. What does that even mean, a 'need to create space'? It sounds like something you'd tell a hyperactive toddler, not a CEO. Mark: It sounds abstract, but it's the entire premise of the book we're diving into today: Create Space by Derek Draper. And that statistic is at the heart of his argument. He found that this isn't a minor issue; it's the central, defining challenge for professionals in the modern world. Michelle: And Draper's own story is fascinating. He wasn't a lifelong business guru. He started in the high-pressure world of political lobbying before becoming a psychotherapist. That journey from political spin to deep psychological insight really shapes this book. It gives it a unique flavor. Mark: It absolutely does. He’s not just talking about time management; he’s talking about the psychology of overwhelm. And he argues that our entire relationship with the world has fundamentally shifted. Michelle: Okay, I'm intrigued. So what does 'creating space' actually mean in this context? Where do we even start with an idea that big?

Mark: Well, Draper starts with a story, an epiphany he had that completely reframes the problem. He was working as a leadership consultant for a huge company and was sent to Africa. During some time off, he hired a guide to hike up Mount Longonot, which overlooks the Great Rift Valley. Michelle: Sounds like a nice break from corporate life. Mark: Exactly. And as he stood there, halfway up the mountain, he was just struck by the sheer scale of it. He describes this vast, empty, silent landscape stretching out for miles. There was nothing but space. And in that moment, it hit him. He realized that for thousands of generations, this was the human experience. The challenge for our ancestors was to fill that space—with communities, with farms, with meaning. Michelle: Right, to build something out of the emptiness. Mark: Precisely. But then he had this jarring thought. He realized, "We have become the first generation in one thousand generations of human beings who, rather than having the need to fill space, have the need to create it." Michelle: Hold on. That's a huge claim. Weren't factory workers during the Industrial Revolution or farmers in the past just as overwhelmed? I mean, their lives were incredibly hard and crowded in their own way. Mark: That's the perfect question, and Draper addresses it. Their lives were physically demanding, absolutely. But the nature of our modern overwhelm is different. It's indiscriminate. Technology, information, notifications, demands from work—they don't just fill our work hours; they bleed into every available crack of our lives. Our mental space, our emotional space, our physical space. There's no empty valley anymore. Any vacuum is instantly filled by a ping, an email, a news alert, or a social media scroll. Michelle: That’s a chillingly accurate description of my phone. It’s a vacuum-filler. Mark: It’s everyone’s phone! And to make this concrete, he tells another story that’s the complete opposite of the African valley. He was coaching a high-potential manager from Moscow named Katya. The company was in the middle of a massive product launch, so the headquarters was chaotic. All the meeting rooms were booked. Michelle: Oh, I know this feeling. The frantic search for a quiet corner. Mark: They ended up in a tiny, glass-walled office in the middle of a crowded, noisy canteen. Katya was trying to do this deep, reflective work about her leadership, but she was completely distracted. Her phone was buzzing, people were walking past the glass, she had a huge pile of papers. She couldn't focus, couldn't think, and couldn't connect. Michelle: That is so stressful just to listen to. It sounds like my office on a Tuesday. Mark: And that was Draper's second epiphany. He realized Katya's problem wasn't a lack of talent or ambition. Her problem was a lack of space. Not just physical space, but mental and emotional space. He saw a direct line between the vastness of the African valley and the claustrophobia of that canteen. Michelle: Wow. So the African valley is the space we've lost, and Katya's canteen is the prison we've built for ourselves. He's saying you can't just add 'personal growth' or 'new skills' on top of that chaos. You have to clear the ground first. Mark: Exactly. That’s his second key insight: "Before you set out to grow as a leader, you must first create the space that you will grow into." You can't plant a garden on a cluttered concrete slab. You have to create the soil first.

Michelle: I love that analogy. It makes so much sense. So if we’re all living in Katya’s canteen, how do we start breaking down the walls and creating that soil? Mark: This is where the book gets incredibly practical. To help us clear that ground, Draper gives us a brilliant map. He says 'space' isn't just one thing. He breaks it down into four key dimensions we need to cultivate. The first, and maybe the most fundamental, is Space to Think. Michelle: Okay, 'Space to Think.' That sounds simple enough, but based on the Katya story, it's clearly not. Mark: It's not. And he says it has three distinct parts: reflection, learning, and decision-making. He gives these great little case studies to show what a deficit looks like. There's 'Raku,' a manager who feels so much pressure to act that she just rushes into action without ever reflecting on whether it's the right action. Michelle: That’s the "busy for the sake of being busy" trap. I've been Raku. Mark: We've all been Raku! Then there's 'Rachel,' a high-flyer in a new role who is terrified of learning. She's so afraid of looking foolish or vulnerable by asking questions that she just pretends to know everything, and her performance suffers. Michelle: Oh, that’s a painful one. The fear of not being the expert anymore. Mark: And finally, there's 'Hans,' a finance director who has done all the reflection and learning, but he lacks the confidence and inner freedom to actually make a decision. He's paralyzed. Michelle: Okay, so 'Space to Think' isn't just about daydreaming. It's a full process: having room to reflect on the past, being open to learn new things, and then having the clarity and confidence to actually decide on a path forward. Mark: You've got it. It's a complete cognitive cycle. And if any one of those is blocked, you're stuck. The second dimension he talks about is Space to Connect. Michelle: This one feels huge, especially today. The data you mentioned from the book was wild—that 75% of those 50,000 leaders needed more space to connect. That’s a massive number. What does that look like in practice? Is it just about networking more? Mark: That's what most people think, but Draper argues it's much deeper. It’s not about adding more contacts on LinkedIn. It’s about creating the emotional and relational capacity to build rich, trusting relationships. And crucially, he says it starts with yourself. You have to create the space to check in with your own emotions before you can genuinely connect with others. Michelle: So it’s about emotional intelligence, not just social events. Mark: Exactly. It's about being able to show up as your authentic self, which requires vulnerability. The third dimension is Space to Do. This is about execution. It's creating the space to plan effectively, deliver on your promises, and lead your team without micromanaging. It's about moving from chaos to focused action. Michelle: The antidote to being busy but not productive. Mark: Perfectly put. And the final dimension, which I think is the most beautiful, is Space to Be. This is the space for dreaming, for balancing your life, for personal growth that isn't tied to a KPI. It’s the space to just exist as a human being, not a human doing. Michelle: That’s the one that feels like the biggest luxury, and probably the one we sacrifice first when things get busy. Mark: Always. We cut out rest, hobbies, and reflection because they don't feel 'productive.' But Draper argues that without the Space to Be, the other three spaces will eventually crumble. You'll burn out. It's the foundation that sustains everything else.

Michelle: When you lay out all four dimensions like that—Think, Connect, Do, and Be—it feels less like a productivity hack and more like a philosophy for modern life. It’s not about managing your time; it’s about managing your self. Mark: Precisely. And it's so poignant reading this, knowing the author's own story. Derek Draper passed away in early 2024 after a long and public battle with severe complications from COVID. Knowing that gives the call to create space to 'be' and to 'connect' a whole new layer of emotional weight. It's a reminder of what's truly important. Michelle: Absolutely. It makes the ideas feel incredibly urgent. Mark: It does. And it brings to mind a quote Draper uses from the Roman philosopher Seneca: "To rule oneself is the ultimate power." In the 21st century, creating space is the primary act of ruling oneself. It's the act of reclaiming your agency, your focus, and your humanity from a world that wants to fill every last second of your life with noise. Michelle: It’s about consciously choosing what you let in, instead of just reacting to everything that’s thrown at you. It’s a form of personal sovereignty. Mark: That’s a perfect way to put it. It’s about becoming the architect of your own life, not just a tenant in a crowded, noisy building designed by someone else. Michelle: It makes you wonder, what's the one area in your life—Thinking, Connecting, Doing, or Being—that's most starved for space right now? Mark: That's the question we'll leave you with. It’s a powerful one to sit with. We'd love to hear your thoughts. Find us on our socials and let us know which of the four spaces resonates most with you. Michelle: This is Aibrary, signing off.