What is *Create Space* by Derek Draper about?

*Create Space* explores strategies to reclaim mental clarity and productivity in an overcrowded world. Derek Draper argues that modern leaders must intentionally carve out physical, emotional, and cognitive space to foster growth. The book outlines frameworks across four domains—thinking, connecting, doing, and being—with actionable advice on reflection, self-awareness, and productivity. Key insights include balancing energy renewal and addressing distractions in high-pressure environments.

Who should read *Create Space* by Derek Draper?

This book is ideal for overwhelmed professionals, executives, and entrepreneurs seeking better work-life balance. Leaders struggling with decision fatigue, burnout, or inefficient time management will benefit from Draper’s evidence-backed strategies. It’s also valuable for coaches and HR professionals advising teams on sustainable productivity practices.

Is *Create Space* by Derek Draper worth reading?

Yes—Draper combines 15+ years of executive coaching with psychology research to offer practical tools for modern challenges. Readers gain strategies like the “dual life exercise” for goal alignment and Tony Schwartz’s energy renewal principles. The focus on creating space for reflection, rather than mere time hacks, makes it stand out in leadership literature.

What are the main concepts in *Create Space*?

- **Four Domains**: Thinking (reflection), connecting (relationships), doing (productivity), and being (purpose). - **Three Gateways**: Strategy (prioritization), mindset (growth orientation), and productivity (efficiency). - **Energy Management**: Balancing exertion and renewal, inspired by Schwartz’s *The Corporate Athlete*. Draper emphasizes that space creation precedes growth, using examples like CEOs averaging 28 minutes/day of focused work.

How does *Create Space* advise improving productivity?

The book advocates “strategic neglect”—eliminating low-impact tasks—and time-blocking for deep work. Draper highlights delegation, digital detoxes, and the “two-list system” (urgent vs. important). He critiques multitasking, citing studies showing it reduces efficiency by 40%.

What leadership lessons does Derek Draper emphasize?

Draper urges leaders to ask questions instead of providing answers, fostering team autonomy. He critiques “heroic leadership” myths, advocating vulnerability and self-awareness. A case study shows how creating “reflection space” for employees boosted innovation by 30% in a Fortune 500 company.

How does *Create Space* compare to *Atomic Habits*?

While *Atomic Habits* focuses on incremental behavior change, *Create Space* targets systemic redesign of environments and mindsets. Draper prioritizes eliminating distractions before habit-building, whereas James Clear emphasizes cue-routine-reward loops. Both books share research-backed strategies but differ in scope.

What critiques exist about *Create Space*?

Some reviewers note the book lacks empirical data for claims about productivity metrics. Others argue its corporate-focused examples may not resonate with solo entrepreneurs. However, Draper’s blend of psychotherapy principles and leadership coaching is widely praised.

여백의 리더십 요약

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3.71(161 Reviews)

여백의 리더십 요약 개요

CEO들이 하루 평균 단 28분만 방해받지 않고 일할 수 있는 세상에서, "크리에이트 스페이스(Create Space)"는 집중력을 되찾기 위한 현대적인 생존 가이드를 제시합니다. 파이낸셜 타임스(Financial Times)가 선정한 '이달의 비즈니스 도서'인 이 책은 왜 역사상 처음으로 성공이 공간을 채우는 것이 아니라 만드는 것을 요구하는지 그 이유를 밝힙니다.

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여백의 리더십의 같은 아이디어를 담았습니다. 나에게 맞는 목소리, 깊이, 속도를 고르고 언제든 바꿔 보세요.

1장

The Space Revolution: How Leaders Thrive in an Overcrowded World

In a world where smartphones buzz incessantly and calendars overflow with back-to-back meetings, Derek Draper's "Create Space" arrives as a revolutionary manifesto for modern professionals. The book has become a staple on the bookshelves of Fortune 500 executives and has been endorsed by leadership experts like Simon Sinek and Adam Grant. What makes this work particularly compelling is how it challenges our fundamental relationship with time and attention. While most productivity books focus on squeezing more into our days, Draper argues for the opposite approach-creating deliberate emptiness that allows for deeper thinking, authentic connection, and meaningful action. Drawing from his experience coaching global leaders at companies like Google, Goldman Sachs, and Unilever, Draper presents a counterintuitive yet powerful premise: before you can grow as a leader, you must first create the space you'll grow into.

2장

From Boundless Horizons to Digital Prisons

For roughly 200,000 years, humans lived surrounded by limitless space, focused more on "being" than "doing." If human history were compressed into an 80-year lifespan, the first 75 years would represent small nomadic tribes, with cities and writing appearing only in the final year. The industrial revolution would occur in the last month, television in the final week, and smartphones in the last few minutes. We've rapidly shifted from existing within boundless space to living in an age where space is indiscriminately filled. This transformation has profound implications for how we work and live. Research confirms most professionals have only 70% of the space they wish for in their working lives. The Create Space model addresses this deficit through four dimensions: space to think, to connect, to do, and to be. These dimensions align with leadership frameworks used by leading global companies, who collectively spend nearly $50 billion annually trying to develop capabilities like strategic thinking, collaboration, execution, and personal resilience. The challenge is clear: we have become the first generation in a thousand generations who need to create space rather than fill it. And before growing as a leader, you must first create the space you'll grow into-this prerequisite task unlocks optimal performance and development. Creating space isn't about managing time or energy alone-it's a state of mind that makes you master of your destiny. It means taking decisive control over your working life, proactively choosing priorities rather than letting external demands fill your time. Without this deliberate approach, development is hampered and potential remains unrealized.

들리는 모든 단어를 눈으로 확인하세요

여백의 리더십의 각 단어가 오디오에 맞춰 실시간으로 강조되어 편하게 따라 읽을 수 있습니다.

3장

The Reflective Leader: Creating Mental Space in a Distracted World

The quality of our thinking directly correlates with having dedicated time and a clear mind. When we rush or think in pressured, distracted environments, our reasoning becomes compromised, leading to poor decisions. Yet many professionals lack the space for the deep contemplation their complex jobs require. Consider Raku, a pharmaceutical general manager with impressive credentials-a scientific background and Stanford MBA-who received a disappointing performance rating due to her tendency to rush decisions, maintain a fixed mindset, and fail to listen to her team. Through coaching, she discovered her Core Pathogenic Belief: "If I don't rush and do lots quickly, I will not catch up"-rooted in childhood competition with her gifted older sister and now projected onto her more experienced colleagues. By taking time to reflect rather than rushing ahead, Raku transformed her leadership approach. She learned that her hurried style wasn't helping her catch up but was actually the barrier preventing her success. As one colleague noted, "It's like we're getting all of Raku now, whereas before we were just skimming the surface." Self-reflection-the ability to think carefully about ourselves, our work, and relationships-allows us to pause amid chaos and gain deeper understanding. Research shows that just fifteen minutes of daily reflection can increase productivity by nearly 25%, with benefits lasting over time. Despite its proven value, reflection is often the first practice abandoned when busy, though it's precisely what prevents us from operating in constant reactivity rather than creativity. Core Pathogenic Beliefs (CPBs) are inaccurate and harmful beliefs about ourselves that unconsciously drive our behaviors. These beliefs form early in life, weaving into our psyche largely unnoticed, yet coloring our approach to everything. As Stephen Grosz explains, "When we cannot find a way of telling our story, our story tells us-we dream these stories, we develop symptoms, or we find ourselves acting in ways we don't understand." Or as Carl Jung put it: "Until you make the unconscious conscious, it will direct your life and you will call it fate." To build reflective practice into your life, use the simple "Reflecting Cycle" model that continuously recycles experiences through three key questions: What do I think about this? How do I feel about this? What could happen/have happened instead? This draws on Kolb's learning cycle: having an experience, reflecting on it, considering options for change, and planning different action. Creating time for reflection requires both using existing time efficiently and adopting a mindset that treats reflection not as optional but as necessary. Jeff Weiner (LinkedIn CEO) schedules 90-120 minutes daily for reflection, calling it his "most important productivity tool." Yana Kakar (Dalberg) reserves three two-hour blocks weekly, noting "thinking is the one thing you can't outsource as a leader." Finding your ideal reflection environment is deeply personal. Some think best before sleep, in the shower, during exercise, or on their commute. Without creating physical and temporal space for regular, rich self-reflection, we operate as shallower versions of ourselves.

4장

The Learning Mindset: Growing Through Vulnerability

Rachel, a high-flyer in a global snacks business, faced her first career failure when promoted to manage a key retail account. Her coaching revealed two core pathogenic beliefs driving her struggles: an extreme fear that any failure would lead to destitution (like her mother's homelessness), and a belief that asking for help was both dangerous and futile. These beliefs stemmed from her childhood as a "parentified" child caring for younger siblings while her mother struggled. Her breakthrough came when she finally admitted vulnerability: "I don't know what the fuck I am doing." This simple admission freed her to ask for help throughout her organization, even enlisting the retailer whose account she managed as "teachers." Though it took six months to fully turn things around, her company supported her journey as they recognized her new mindset. The paradox of the fixed mindset is that learning is actually innate to humans. With 100 billion neurons each forming thousands of connections, our brains generate more electrical impulses daily than all mobile phones worldwide. We develop neural pathways for both physical tasks and emotional responses, creating paths of least resistance. Scientists once believed the brain was "hard-wired" and unchangeable after adulthood. We now know the brain remains "soft-wired" with neuroplasticity allowing growth throughout life. This means we're not trapped in ingrained thinking patterns-we can transform aspects of our personality, as exemplified by 84-year-old Kimani Maruge who learned to read after starting primary school. Learning becomes harder when success or status is at stake. Insecurity, close-mindedness, and ego can shut down learning opportunities. The "shore of certainty" prevents new discoveries-we must embrace the Zen principle of beginner's mindset: "In the beginner's mind there are many possibilities, in the expert's mind there are few." Creating space to learn requires addressing temporal, physical, relational, and psychic dimensions. Schedule regular learning time, identify where you learn best, consider your learning preferences, and assess whether you operate from a fixed or growth mindset. Different learning styles-readers, watchers, listeners, sketchers, and doers-reflect our preferences, though most can learn through various methods. The DEEP model of potential can help identify qualities needing development. Setting concrete goals with timelines, building in motivation and rewards, and making small "one-degree shifts" rather than sweeping changes can facilitate effective learning. Finally, finding a teacher or mentor who possesses the knowledge you seek can be invaluable-most accomplished people enjoy teaching, yet few people actually ask for their guidance.

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5장

The Decisive Mind: From Thought to Action

Hans, a Finance Director in Asia-Pacific for a multinational corporation, sought coaching after his career stalled. Despite his ambitions to become global CFO or even CEO, he'd been labeled as lacking what it takes to reach the top. Meeting Hans revealed a contradictory personality-generally subdued and energy-draining, yet occasionally clear, assertive and almost mesmerizing. This dynamic stemmed from his upbringing in a fundamentalist religious family where humility was paramount. At the family dinner table, children could contribute only if they had something truly insightful to say. His forbidding parents would smack the table if children spoke foolishly, while his older siblings would join in the criticism. This childhood experience left Hans feeling that his contributions weren't valuable except when discussing finance, his area of expertise. This limited his effectiveness as a finance director, as strong FDs need to contribute to broader commercial debates. Through coaching, Hans completed a Strategic Intelligence survey to identify weaknesses in foresight, visioning and inspiring. His breakthrough came when he committed to offering an opinion outside his expertise during a meeting. Despite initial fear, his marketing suggestion carried the day, earning the CEO's appreciation. This corrective emotional experience helped Hans overcome his childhood conditioning and begin making confident decisions. Hans's story illustrates the essential first step to decision-making: knowing your own mind and having the confidence to express it. The inner confidence to stand by your decisions-whether right or wrong-is a true test of leadership, yet decision-making remains challenging. We face an overwhelming number of decisions daily-researchers estimate adults make around 35,000 decisions per day, with Cornell University claiming we make over 200 food choices alone. Working in today's knowledge economy requires navigating complex environments filled with intersecting factors and power dynamics, creating psychological pressure that can exhaust even the most decisive people. The Decision Jumps exercise helps access bodily wisdom by physically moving between options. Place two choices in separate physical locations, then stand in each space, paying attention to bodily sensations and emotions that arise. Jump between spaces to notice which feels more comfortable-your body will reveal what your mind cannot. When making decisions, balance individual judgment with consultation. For group decisions, have proponents argue their opponents' case to increase empathy and depersonalize debate. Reduce decision fatigue by delegating decision-making, not just tasks. To create optimal psychic space for decisions, recognize common biases: confirmation bias, illusion of control, optimism bias, source credibility, repetition effect, prospect theory, recency, anchoring, groupthink, and sunk cost fallacy. Balance analytical thinking with intuition-even finance leaders rely on gut feelings alongside data.

6장

The Connected Leader: Building Authentic Relationships

Creating space to connect recognizes that thinking and doing aren't solitary endeavors-they're built on relationships with others. In today's business world, where hierarchies are breaking down and collaboration is essential, relationships are your primary tool for achievement. Nick's breakthrough came when he realized his team's feedback mirrored his stepfather's critical words. To heal, Nick needed to work on his self-esteem, acknowledge his need for affirmation, process his emotions, and accept that the love he craved must come from himself rather than father figures or his boss. Nick worked through the "Break Free from the Past" program to identify and replace his harsh internal critic with a supportive internal ally. He explored vulnerability and used the "Relationship Ladder" model to improve his professional relationships. This five-level framework progresses from basic togetherness (honesty, reciprocity, boundaries) through connection, caring, and reliance, culminating in "Professional Intimacy" with psychological safety, vulnerability and comfort with challenge. Our professional lives are deeply emotional, involving issues of success, failure, power, belonging, and identity. Since our survival needs depend on work, our primitive emotions are easily triggered. While humans are capable of rational thought, we are fundamentally emotional beings. The limbic "emotional brain" develops before our rational prefrontal cortex, both evolutionarily and in individual development. Emotional intelligence (EQ), popularized by Daniel Goleman, involves understanding others' motivations and working cooperatively with them. It comprises emotional awareness, emotion management, self-motivation, empathy, and relationship handling. Unlike IQ, EQ can be developed with deliberate practice, typically improving by around 20% with diligent work. When triggered emotionally, ask "What happened back then at that age that I might be emotionally re-experiencing in the present?" This helps identify projection patterns, like Nick acting like an eight-year-old because his boss mirrored his absent father figures. By recognizing when you feel younger than your actual age, you can take responsibility and shift back to adult functioning. Another key practice is strengthening your internal ally to counter your internal critic. All humans wrestle with primal emotions and worthiness issues stemming from childhood relationships. Our internal dialogue often replicates messages we received growing up, typically defaulting to criticism and shame.

들리는 모든 단어를 눈으로 확인하세요

여백의 리더십의 각 단어가 오디오에 맞춰 실시간으로 강조되어 편하게 따라 읽을 수 있습니다.

7장

Beyond Superficial Niceness: Creating Teams That Thrive

Beata led a complex team in a global drinks business responsible for selling the company's most iconic spirit. Despite having talented members with various reporting structures and roles, they consistently missed targets. Through coaching and team diagnostics, the consultant discovered the team's hidden issue: they were "too nice" and avoided all conflict. During an intervention, the consultant redesigned a team day to focus on bringing conflict to the surface. Initially, this released significant repressed resentments, making the team seem broken and fractious. However, by the next day, allowing these hidden feelings to emerge created a flowering of creativity. The team discovered that their bland niceness had smothered not only genuine feelings but also important views about the brand's positioning and future. Patrick Lencioni identifies five team dysfunctions that build upon each other: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. Despite Beata's "reign of niceness," her team hadn't cultivated trust because members never truly bridged the gaps between them. Google's extensive Project Aristotle research discovered that psychological safety-the shared belief that a team environment is safe for interpersonal risk-taking-is the essential ingredient for high performance. Unlike trust, which occurs at the individual level and concerns how you perceive others, psychological safety is a group phenomenon about how you think others perceive you. Creating space to share requires acknowledging that there's no perfect formula-each team is unique based on profession, company size, personality types, and cultural differences. Leaders can take teams for monthly pizza, fund weekly lunches, celebrate wins, and learn from mistakes together. Companies like Unbounce provide employees $500 annually to spend with colleagues outside the office, while Warby Parker uses "lunch roulette" to randomly select colleagues to eat together. Daily Huddles-mandatory fifteen-minute morning meetings with rotating chairpersons-create space for sharing "one good thing" and discussing daily work plans. This simple format establishes team rituals, demands clarity about work, and helps people get to know each other better. Culture-focused companies like Airbnb and Zappos dedicate time to nurture relationships. Airbnb introduced the concepts of "elephants, dead fish and vomit" to address unacknowledged issues, past grievances, and the need to vent. They also enliven company culture with pop-up celebrations and themed events.

8장

The Execution Imperative: From Ideas to Impact

Red Technologies, a successful financial software company built by brothers Tom (the geek) and Darren (the salesman), had grown rapidly to 200 employees. Despite their success, the company was facing serious problems-inappropriate workplace culture, messy pay scales, poor employee engagement, and stagnating growth. Their newly hired HR director Philip, appalled by the situation, sought outside help. Observing their weekly management meeting revealed a chaotic operation: no agenda, whimsical decision-making, people drifting in and out, with Darren dominating through charm and humor. The company ran on testosterone and functioned like a fiefdom with few formal structures. Working with the brothers, I discovered Darren's resistance to planning stemmed from both rational experiences (seeing planning slow things down in his corporate past) and emotional needs (his self-worth came from "pulling rabbits out of hats" and solving problems). His core pathogenic belief was that structured planning would diminish his power and importance. Planning isn't just an operational necessity-it's a psychological challenge. We resist planning because it forces us to face uncomfortable truths: our past mistakes, our lack of discipline, or that much of what we think we "must do" is actually unimportant. Yet planning brings tremendous benefits. It helps allocate limited resources meaningfully, creates a sense of progress, prepares us for alternative scenarios, and allows wider input from team members. Psychologists have even documented the "Zeigarnik Effect"-our minds fixate on unfinished tasks, but simply making a plan to complete them frees up cognitive resources. The foundation of effective planning is choosing clear goals-what David Ogilvy called "the essence of strategy is sacrifice." Your transformative "big goal" should stand out from ancillary ones-what military strategist Carl von Clausewitz called pursuing "one great decisive aim with force and determination." This might be developmental, business-related, or entirely personal. Creating space to deliver means ruthlessly focusing on what truly matters. Tamsin's weekend rewriting a PowerPoint proposal revealed her perfectionism when the recipient confirmed both versions were "effectively the same." This pattern of behavior stemmed from her identity built around being a fixer-what psychologists call "overfunctioning"-rooted in childhood insecurities. The modern workplace makes focused execution increasingly difficult. Studies show office workers switch tasks every three minutes on average, with interruptions requiring recovery time approximately ten times their duration. This constant information bombardment creates what's been called a "Gnawing Sense of Anxiety." The solution? Create both physical space (noise-cancelling headphones, quiet zones, phone on flight mode) and temporal space through deliberate planning. Effective approaches include structuring your week (buffer days for small tasks, focus days for big projects, rest days), reflecting at day's end to prepare for tomorrow, "eating the frog" by tackling the hardest task first, blocking out focused time periods of 20-90 minutes, varying your pace between intense work and recovery, and batching similar tasks together to reduce mental switching costs.

여백의 리더십에서 더 많은 것을 얻으세요

매일 새로운 인사이트를 10만 개 이상의 레슨에서 만나보세요
단어가 강조되어 오디오와 실시간으로 동기화됩니다
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9장

The Space-Creating Leader: Empowering Others to Thrive

Creating space to lead means stepping back to deliver through others in ways that empower and inspire, ultimately producing outstanding results. Yulia, newly appointed as country CEO for a global cosmetics company after working her way up through sales for over a decade, was still too involved in operational details, even spending weekends helping teams with client pitches. Through coaching, she realized she was taking accountability that rightfully belonged to her Brand MDs and preventing their growth by filling too much space with her own expertise and direction. The Third Space model helped her visualize the relationship between herself, her team members, and the space between that's co-created by both parties. This third space isn't simply a mixture of both parties but something entirely new-like a marriage that becomes distinct from either partner. In business, complementary partnerships like Steve Jobs and Steve Wozniak at Apple create third spaces greater than the sum of their parts, though dysfunctional relationships can produce less. Leaders must understand their role in creating this third space. Those who are clever and quick often underestimate how much space they fill, which can be disempowering regardless of whether their style is domineering or gentle. As one coach notes: "It doesn't matter if someone fills your bed with dead rats or sweet-smelling roses-you still can't get in the bloody thing." Transitioning from hands-on problem-solver to space-creating leader requires accepting significant personal costs. When Yulia realized "I'm going to be fucking bored" by stepping back, her coach validated this concern rather than dismissing it. The coach shared stories of successful leaders who deliberately endure seemingly "boring" meetings where they could easily provide answers but instead create space for team development. One CEO explained that while 75% of meetings felt wasteful, he remained quiet to build his team's capabilities and create opportunities for transformational ideas that his dominance would have stifled. Yulia's transformation required shifting from "taking decisions to giving directions on how to make decisions" and from "conquering decision-making space to creating decision-making space." Her action plan included not making decisions for a week, only asking questions in meetings, and sharing her development goals with her team. As Lao Tzu wisely noted, "A leader is best when people barely know he exists... they will say: we did it ourselves." For high achievers like Yulia, this transition means letting go of spotlight moments and personal accomplishments. As Alan Mulally of Ford put it, "Leadership is not about me. It's about them."

10장

Living a Life of Purpose: Creating Space to Be

We are human beings, not human doings, yet we live in a world where someone is always working, always accomplishing. The temptation to keep going is strong, especially for ambitious people, but we're not designed for permanent productivity. Oscar, a bank CIO, appeared distracted, unenthusiastic and bored at work despite his previous reputation for energy and vision. Interestingly, his mood only darkened when discussing work-he lit up when talking about family and hobbies. Growing up on a Somerset farm, Oscar loved the outdoors and animals. When his father fell ill and the farm was lost during his university years, Oscar buried his grief and pursued a corporate career. Through exercises like "Dual Life" and TELOS720 (which revealed his loved ones saw him happiest surrounded by countryside, animals, and tools), Oscar confronted his repressed dream of returning to farm life. Having achieved financial security, Oscar's original purpose of building safety for his family was complete, explaining his diminished enthusiasm. Within six months, he left banking to run a Somerset farm, supplemented by investments. Though disruptive for the business, it was the right outcome-Oscar was finally "living the dream." Our pain-avoidant society tends to numb emotional suffering, yet pain often carries important, even life-altering messages. As Steve Jobs noted, "Remembering that I'll be dead soon is the most important tool I've ever encountered to help me make the big choices in life." Death awareness strips away external expectations, pride, and fear, leaving only what truly matters. Creating space to dream requires finding what personally works for you. Four approaches can help: First, "Start With Why"-explore your deeper motivations and values to avoid choices that don't align with what truly matters to you. Second, "Dreaming of Death"-confront mortality to cut through excuses and amnesia about life's impermanence. Bronnie Ware's research reveals the dying rarely regret not working more, but rather not living authentically or maintaining relationships. Trevone, CEO of a large hedge fund known for his forceful leadership style, shocked the financial world by taking three months off due to "stress." Using the Wheel of Life tool, it became clear that work consumed 80% of his life, with family at 15% and barely any time for self or spirituality. His pathogenic belief that "work was supposed to feel like shit" had driven his management style and affected his health. The belief that work should be hard, long, and miserable is deeply embedded in our culture. We wear exhaustion as a badge of honor, running on caffeine and quick fixes in an all-or-nothing society where burnout looms constantly. This mindset is particularly damaging since humans aren't designed for such relentless intensity. The concept of being a "corporate athlete" offers a better approach-recognizing that high performance requires addressing the whole person, not just from the neck up, and balancing energy output with intentional recovery.

들리는 모든 단어를 눈으로 확인하세요

여백의 리더십의 각 단어가 오디오에 맞춰 실시간으로 강조되어 편하게 따라 읽을 수 있습니다.

11장

The Three Gateways: Foundations for Creating Space

The three essential "Gateways to Creating Space" are foundational elements that prevent squandering any space you create and relate to strategy, productivity, and mindset. Without them, efforts to create space will likely fail. Your personal strategy identifies what deserves your focus and discards what doesn't. It requires three elements: setting a clear, specific goal with a deadline; drawing up a detailed plan with resources and milestones; and scheduling regular reflection time to assess progress and make adjustments. Without this structured approach, your goals will slip from consciousness as other demands crowd them out. Creating space is pointless if inefficient work habits immediately consume it. Four key productivity areas need attention: getting sufficient sleep as the foundation for mental and physical energy; organizing your day around your natural energy rhythms with firm boundaries; single-tasking rather than constantly switching between activities; and managing time with clear plans, tracking systems and delegation. Addressing these automatically frees up time for priorities without additional effort. The "space mindset" relates to our inner psychological world-what Winnicott called our "psychic space" composed of thoughts, beliefs, ideas, memories and fantasies, both conscious and unconscious. As Melanie Klein discovered, "we do not live in one world, but in two," with our internal world being as real as the external one. This inner world powerfully shapes how we perceive external reality. As Lars Saabye Christensen wrote, "It doesn't matter what you see, but what you think you see." Like a movie set transforms a blank soundstage, our mindset creates the backdrop against which we interpret experiences. The space mindset comprises five interlocking beliefs: (1) Sticking to ruthless goals and saying no when necessary; (2) Accepting "good enough" rather than perfectionism; (3) Allowing things to wait rather than demanding immediacy; (4) Being comfortable with mistakes as learning opportunities; and (5) Maintaining faith in oneself. Adopting these beliefs creates the mental space needed for growth and achievement. We are "the first generation in one thousand generations" needing to create rather than fill space, and creating space is the prerequisite task that enables optimal performance and development. Through exploring four domains-space to think, to connect, to do, and to be-we honor both our productive capacities and our essential nature as human beings.

★★★★★

여백의 리더십 완독을 축하합니다

“23일째 매일 사용하고 있어요. 이제 제 일상의 한 부분이 되었습니다.”

jayallen

여백의 리더십 요약의 핵심 주제

deliberate emptiness
reflective leadership
cognitive capacity
unconscious bias management
strategic contemplation

여백의 리더십 요약의 명문장

Before you can grow as a leader, you must first create the space you'll grow into.
We have become the first generation in a thousand generations who need to create space rather than fill it.
Without creating physical and temporal space for regular, rich self-reflection, we operate as shallower versions of ourselves.

여백의 리더십 요약의 등장인물

Derek DraperAuthor and leadership coach
RakuPharmaceutical GM used as a leadership case study
Jeff WeinerLinkedIn CEO discussed as a case study
Yana KakarLeader at Dalberg discussed as a case study

저자 소개

Create Space의 저자인 데릭 윌리엄 드레이퍼(Derek William Draper)는 조직 개발 분야에서 약 20년의 전문성을 쌓은 저명한 리더십 컨설턴트이자 비즈니스 심리학자, 경영진 코치였습니다.

CDP 리더십 컨설턴트(CDP Leadership Consultants)의 공동 창립자이자 CEO로서, 드레이퍼는 심리치료와 비즈니스 전략의 통찰력을 결합하여 20개 이상의 FTSE 100 기업 및 글로벌 기업의 경영진을 평가하고 코칭했습니다. 그의 경력은 정계(피터 만델슨의 수석 보좌관 역임)와 기업가 정신을 아우르며, 리더십 컨설팅으로 전향하기 전 마케팅 벤처 기업을 공동 창립하고 매각한 바 있습니다.

블룸즈버리에서의 심리치료 실무와 타비스톡 앤 포트먼 NHS 트러스트(Tavistock and Portman NHS Trust)에서의 거버넌스 역할은 전문적인 환경에 정신 건강을 통합하려는 그의 헌신을 잘 보여주었습니다. 그는 LabourList 블로그를 집필하고 Modern Review 및 Daily Express에 기고했으며, 뉴스레터와 트위터(@derekdraper)를 통해 활발히 활동했습니다.

그의 업적은 유럽, 아프리카, 중동의 국제적인 독자들에게 전달되었으며, 리더십과 개인적 성장에 있어 신뢰받는 목소리로 자리매김했습니다. 드레이퍼의 유산에는 심리학과 기업 거버넌스라는 두 분야의 전문 지식을 바탕으로 구축한 경영진 회복탄력성을 위한 선구적인 프레임워크가 포함되어 있습니다.

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여백의 리더십 요약의 핵심 주제

여백의 리더십 요약의 명문장

여백의 리더십 요약의 등장인물

저자 소개

여백의 리더십 요약 다운로드

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What is Create Space by Derek Draper about?

Who should read Create Space by Derek Draper?

Is Create Space by Derek Draper worth reading?

What are the main concepts in Create Space?

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BeFreed는 호기심 넘치는 글로벌 커뮤니티를 하나로 연결합니다

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들리는 모든 단어를 눈으로 확인하세요

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들리는 모든 단어를 눈으로 확인하세요

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