I've had moments when Ellie or Mia interrupted me while I was working and, even if I didn't say anything, my body language probably communicated exactly what I was thinking:
Can't you see I'm busy?
Most leaders know that feeling. You're focused, moving fast, and finally getting something done when someone appears.
At work, it might be an employee standing at your door. At home, it might be one of your kids. Either way, it's easy to experience the person as an interruption to the important work we're trying to accomplish.
I've had to remind myself over the years that being busy doesn't make me extra important.
Over the years, I worked with leaders who shaped how I think about accessibility. The managers who reported to me had different styles, but experiences with leaders like them reinforced something I've carried with me: availability sends a message.
So does unavailability.
That doesn't mean a good leader should allow unlimited interruptions all day. Focus matters. Deep work matters. Boundaries matter, and there are times when the right response is, “I'm in the middle of something. Can we talk at 2:00?”
That's very different from making someone feel like their presence is an inconvenience.
I've used a simple distinction when thinking about accessibility: Disappear when you need uninterrupted focus, and Swing By when you're available.
Both are legitimate. The problem is when people have no idea which version they're getting.
A leader sits in an office with the door open but looks irritated every time someone walks through it. Or they tell employees, “Anytime!” and then spend the entire conversation looking at their email.
Technically available. Not particularly accessible.
Some meaningful leadership moments arrive disguised as interruptions. The employee who stops by may have a problem that seems small to you but feels enormous to them. The two-minute conversation you didn't plan might be the one they remember.
The same thing is true at home. Your child may be telling you something completely ordinary that becomes important only years later when you'd give anything to have them interrupt you that often again.
Not every interruption deserves immediate attention, and I don't think the answer is abandoning focused work.
The goal is to be intentional about when you're unavailable and genuinely present when you're available.
Your calendar needs protected time.
Your people do, too.
