Busyness is killing strategic thinking. Here's how to prevent that from happening

Many leaders respond to overwhelming inflection points by getting busy, using activity to regain a sense of control. Ad hoc meetings, after-hours work, and full calendars create urgency and a feeling of action. This behavior can temporarily reduce uncertainty, model clarity, and reassure teams that work is under control. However, control is not always possible during major business shifts, and busyness often becomes a substitute for effective leadership. Increased activity can mask poor performance and weak accountability, with leaders compensating for gaps rather than addressing root causes. The result is chaotic, fragmented work that drains time and energy instead of improving outcomes.

"Just because you can doesn't mean you should. It's my response to a significant pattern playing out right now across every sector I work in, and that's constant busyness masquerading as leadership. We know from the Microsoft Work Trend Index 2025 that 80% of employees and leaders lack sufficient time or energy to do their work. Meetings are ad hoc and continue after hours. Some 52% of leaders say their work feels chaotic and fragmented."

"These leaders are facing the biggest shifts or inflection points their businesses have possibly ever experienced. For many, this is daunting. Every week brings AI breakthroughs. Geopolitical tensions explode overnight, impacting supply chain and fuel costs. Fear and uncertainty affect spending behavior, while new players enter the market with greater ease. And while some leaders have been forecasting this, many have been caught off guard. Either way, the response is often the same-get busy."

"Many leaders do this as a reaction to feeling overwhelmed. Old patterns and habits kick into gear, and what keeps them feeling in control and confident about the job they're doing is to get busy and do. Who doesn't love just getting in, working hard, and getting stuff done? The sense of achievement is high, and your calendar is full. You feel a sense of urgency and action, and it's addictive. It quells the uncertainty, models clarity, and signals to the team that it's all under control."

"All of this activity might seem helpful. However, when leaders pick up the slack, they often find themselves compensating for poor performance and lack of accountability in their teams. What they should be doing is addres..."

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