When leaders remain entrenched in day-to-day operations, they lose perspective. Like standing too close to a painting, they see brushstrokes but miss the complete image.
Executive coach and leadership expert Michael Bungay Stanier calls this “being in the swamp versus on the balcony.” The swamp is where the work happens—emails, meetings, decisions. The balcony offers perspective—patterns become visible, connections emerge.
Bill Gates has ritualized this practice with his famous “Think Weeks.” Twice annually, Gates retreats to a secluded cabin with stacks of papers and books from Microsoft employees and thought leaders. During these periods of isolated reflection, he reads, thinks, and maps out strategic directions—free from meetings, calls, or interruptions. Many of Microsoft’s pivotal innovations, including the famous 1995 “Internet Tidal Wave” memo that redirected the company’s entire strategy, emerged from these focused withdrawal periods.
A Harvard Business Review study found that executives who regularly scheduled strategic thinking time, wholly removed from operational duties, were 33% more likely to successfully guide their organizations through major transitions.
Warren Buffett demonstrates this principle similarly. His famous practice of setting aside large blocks of uninterrupted time for reading and thinking has been credited as a cornerstone of his decision-making process.
“The difference between successful and unsuccessful people,” Buffett notes, “is that successful people say no to almost everything.”
When you deliberately step away, you create space for innovative solutions to emerge. Problems that seemed insurmountable often reveal hidden paths forward when viewed from a different angle.
The most valuable leadership asset isn’t answering every question—it’s asking better ones. And those questions rarely surface when you’re drowning in details.
