 Monday was a public holiday in New Zealand: King’s Birthday is the selected day in most British Commonwealth countries on which the birthday of the reigning monarch is celebrated. The day dawned fine, so the decision was made to walk around the Waikareao Estuary, a tidal body of water about eight minutes drive from home. The 8.3km track is flat, with wide gravel paths and steady boardwalks, offering easy walking and plenty of room for runners, cyclists and walkers. With the main decision of the morning made, the only remaining ones were, “Which direction?” and "Coffee stop?" Clockwise, starting at the southern end, and Yes, at the northern end near the bridge. Our intention was to walk and talk; to reflect on events over the past couple of weeks; to check-in on upcoming commitments; and, importantly, to dream about the future. And that we did. The walk was refreshing, for the only ‘agenda’ item was to ‘be’: to enjoy the morning and, eventually, return to the car. Along the way we walked; we talked; we stopped; we enjoyed the views; we took a few photographs; we watched birds wading; we read signage; we stepped to the side as family groups rode past; and, having returned to the car, we realised we had not only achieved our goal, we had enjoyed ourselves too. (We also noticed no one actively reading their social feeds or anything like that!) Contrast this vignette with how modern society tends to work: We feed on knowledge; we cram our days (as if busyness signals progress); we live connected; we chase the clock; and we strive to solve problems. Ultimately, we crave knowledge and certainty—what to do, who to meet, where to go, how to get there. This, despite humanity’s poor record forecasting what might happen tomorrow, much less next year or next century. Not-knowing is hard for directors. But boardwork, like leadership and life itself, is not about having all the answers. It is about creating the conditions where better questions can surface and be explored. Uncertainty can be the start of something real, as the author of this article attests. When was the last time your board took time out dwell amidst ambiguity and uncertainty; to strategise; even to dream?
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 When was the last time you stopped and thought about your work, your contribution and the value you offer others? Are you adding value, or simply occupying space? Most leaders say taking time for self-reflection and to think is important, if high performance is to be sustained. But many do not follow through. Instead, they remain 'on': making lists, completing tasks, checking emails, and responding to social media feeds—all in the name of getting things done. Some even speak, proudly, of workaholism and busyness. Such behaviour is lauded in many modern societies. But is 'always on' and busyness conducive to high performance? Or is it a delusion? What of personal and professional relationships; of curiosity; of gaining new insights; of becoming a better person? Allocating uninterrupted time—white space—for reflection, thinking and dreaming is critical if organisational leaders (especially board directors!) are to have any hope of contributing well. The idea of dedicated white space was an anathema for me through the first half of my career. But as I got underway with my doctoral research (circa 2012), something changed. Gradually, the guilt I felt when stepping away from my desk when I was stuck subsided: the act of changing neural activity (from sitting staring at a problem, to going for a walk or riding my bike) often had the effect of helping clear the mental block I had been struggling with! Since completing my doctoral research in 2016, I continued to prioritise white space, as follows:
None of this makes me good, or any better than anyone else. However, my dedication to allocating white spaces and holding them sacrosanct has seen me become more curious. My mind seems to have become more malleable too. Hopefully, my contributions have become more valuable as a result—but this is best assessed by others, not me. Does the idea of white space resonate for you? If so, would you mind sharing your experiences, so others can benefit from them?
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SearchMusingsThoughts on corporate governance, strategy and boardcraft; our place in the world; and other topics that catch my attention. 
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July 2025
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Dr. Peter Crow, CMInstD
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