Maxwell Leadership Executive Podcast #389:

Margin — The Hidden Advantage of Great Leaders

Released: March 26, 2026
Hosts: Perry Holley (“B”) and Chris Goede (“C”)

Overview

In this episode, Perry Holley and Chris Goede dive into the often-overlooked leadership skill of creating “margin” — the intentional white space between your commitments and your capacity. Drawing on personal stories, practical examples, and John Maxwell’s leadership philosophy, they explore why margin is critical for high-performing leaders, why it’s so difficult to cultivate, and specific strategies for building it into your professional and personal life. The hosts challenge listeners to audit their own schedules and energy, recognize the consequences of “zero margin,” and take concrete steps toward a more sustainable, high-impact leadership style.

Key Discussion Points & Insights

1. Why Margin Matters for Leaders

• Definition of Margin:
  • Margin is “the space between your capacity — what you can handle, your limits — and your commitments, or the load you’re carrying.” (C, [03:07])
• Margin as a Leading Indicator of Resilience:
  • Without margin, leaders can’t effectively mentor teams, cast vision, or develop others.
  • “Good leadership does not happen at 100% capacity.” (B, [04:52])
• Consequences of Zero Margin:
  • Burnout isn’t just personal — it drags down the whole organization.
  • Leaders set the tone: constant busyness gives silent permission for everyone to operate with no margin (B, [06:17]).

2. Common Barriers to Creating Margin

• Cultural & Internal Beliefs:
  • Busyness gets falsely equated with value or importance: “Being busy proves that I’m valuable.” (C, [07:37])
  • Margin is viewed as a luxury, not a necessity. “Margin isn’t the reward for good leadership. It’s going to be a requirement if you’re going to last for the long haul.” (C, [08:26])
  • Fear that slowing down means falling behind.
• Pressure of Visibility & Titles:
  • Senior leaders feel pressure to be at every meeting (“You’re a great catch to have in every meeting…” — B, [11:24]), resulting in overcommitment and depleted margin.

3. Margin vs. Activity: What Leaders Get Wrong

• Activity is Not Accomplishment:
  • Referencing John Maxwell: “Activity is not necessarily accomplishment.” (C, [05:31])
  • Leaders risk becoming task managers instead of people leaders when their calendar is maxed out.
• Influence by Example:
  • Sending emails at midnight or never disconnecting trains your team to mirror marginless behavior (B, [06:17]).

4. Delegation and Empowerment

• Intentional Delegation Frees Margin:
  • “If it’s not me to do it, then who? Who can I help? Who can I partner with?” (C, [10:14])
  • Transfer not just tasks, but authority and ownership when you delegate. Clearly communicate when you’re empowering others to represent you (C, [12:53]).

Memorable Moments & Notable Quotes

“Good leadership does not happen at 100% capacity.”
— Perry Holley, [04:52]

“Margin is the space between your capacity and your commitments.”
— Chris Goede (quoting Dr. Richard Swenson), [03:07], [03:37]

“Activity is not necessarily accomplishment.”
— John Maxwell (paraphrased by Chris Goede), [05:31]

“Margins isn’t the reward for good leadership. It’s going to be a requirement. If you’re going to last for the long haul, then you gotta have the margin.”
— Chris Goede, [08:26]

“Leaders, listen to me: You can do this, but make sure you’re transferring that authority, that ownership, that responsibility, that spoken competence from you to the person that’s going to be in that meeting.”
— Chris Goede, [13:00]

“Are you saying yes because it’s important or because you’re a little insecure and want to control it?”
— Chris Goede, [23:20]

Timestamps of Key Segments

• [03:07] – Margin defined; resilience connection
• [04:34] – Personal stories: Overcommitment, feeling “lazy” when resting
• [05:31] – John Maxwell: Activity ≠ Accomplishment
• [06:17] – Influence of leader’s margin on organization
• [07:33] – Barriers and beliefs that resist margin
• [08:40] – Law of Priorities; margin as white space for thinking/planning
• [10:05] – Delegation and being clear on your highest value activities
• [12:53] – How to delegate with authority and maintain team trust
• [14:03] – Transitioning power/ownership in meetings
• [14:20] – Practical margins: calendar, meetings, white space
• [16:40] – Decision fatigue: Delegating irreversible vs. reversible decisions
• [18:08] – Emotional margin: Energy drains and restoring yourself
• [19:25] – Margin tied to personal values (e.g., fun as a value)
• [19:53] – Strategic margin: Setting aside time to “think on the business”
• [21:31] – Margin audit: Where do you have zero? What’s it costing you?
• [22:31] – Energy management vs. time management; caution about reflexively filling empty slots
• [23:20] – The “yes” question: Is it about importance or insecurity?

Practical Strategies & Takeaways

A. Calendar Margin

• Schedule meetings for less than an hour (e.g., 45–50 minutes) to allow for transition.
• Block out time for thinking, planning, and buffer for unexpected issues.
• Defend at least one unscheduled block a day, even if it’s just 15 minutes.
• Communicate proactively about new meeting practices (e.g., agenda, shorter time blocks).

B. Decision Margin

• *Categorize decisions:
  • Type 1 — Irreversible, high stakes (your attention needed)
  • Type 2 — Reversible, lower risk (delegate to others)*
• Ask: What decisions am I making that someone else could own?

C. Emotional Margin

• Know what restores your energy (fun, breaks, fresh air, connecting).
• Watch for early warning signs: short temper, distraction, disengagement.
• Prioritize activities that replenish you, both at work and home.

D. Strategic Margin

• Block days or hours quarterly for deep work and long-term thinking.
• Reflect on what’s working, what’s missing, and seek outside/team input.
• Intentionally build margin for innovation and anticipation, not just reaction.

E. Leaders Set the Tone

• Your approach to margin will be modeled — start now and communicate the “why.”
• Audit your own life: Where do you lack margin? What’s it costing you? Identify a first, small step.

Final Challenge & Reflection

• “It is the leader who lasts, not the one that survives.” (C, [22:47])
• Ask yourself:
  • Am I saying yes because it’s truly important, or because of insecurity or a desire to control?
  • What will break if I created margin — or what might improve?

Listener Action:
Download the learner guide or share your margin challenge at maxwellleadership.com/podcast. Start your own margin audit and take one concrete step this week.

Summary prepared in the original conversational tone and language of the speakers, with direct quotes and clear time references for easy reference.