An ordinary moment in a familiar room. A small rupture. A repair that isn’t a performance.
Persona (who this follows)
David Kline, 54, white male, is a trusted civic connector. He sits on multiple boards and has a reputation for “closing the gap” in fundraising—useful, competent, reliable. Privately, David often equates care with fixing. He hears urgency as virtue and feels safest when he’s the most competent person in the room.
The Chronicle
The boardroom always made David talk faster. Something about the table—its sheen, the little pitchers of water, the agenda printed in calm fonts—invited a kind of competence theater. He had built a career in rooms like this.
Maya held the clicker. She stood at the screen showing a slide titled Campaign Phases & Decision Points. A new role, new authority, and a board that still looked at David when it needed reassurance.
“As you’ll see,” Maya said, “we’re sequencing the leadership asks in three waves—”
David heard himself inhale to speak. He had a better phrase. A cleaner way to say it. He could feel it forming.
“—because the first wave,” Maya continued.
David cut in anyway. “And we’re not going to chase twelve priorities at once,” he said, smiling as if he were saving everyone time. “We’ll focus on the top five households and—”
Maya stopped. Not abruptly. Just enough that the room noticed the interruption and then pretended it hadn’t.
For a second, David felt pleased—he had clarified things. He had protected momentum. He also watched Maya’s mouth close. Not angry. Smaller.
Something tightened in his chest—an almost comical physical sensation, like a belt pulled one notch too far. He recognized it, which surprised him. Usually, that feeling was just the price of being responsible.
Maya nodded once, as if accepting an unasked-for correction, and began again. “Yes. And the reason we’re sequencing—”
David did it a second time, without fully deciding to do it. This time, it wasn’t even a good comment—just a refinement, a preference masquerading as strategy.
The board chair glanced down at her notes. A couple of members leaned back, relieved someone else was driving. David noticed, with a small jolt, that he had become the pace of the room.
Maya kept going, but now she sounded like someone reading a document aloud rather than offering leadership. David’s mind flashed to the donor meeting tomorrow, the timeline, the gap. His body wanted to close the gap the way it always closed gaps—by grabbing the wheel.
The chair asked, “Any questions on the sequencing?”
David had a question. He always had questions. He also had an answer ready to attach to it.
He looked at Maya. She was holding the clicker with both hands, knuckles pale enough to be noticeable if you were looking.
David wrote something in the margin of his notebook instead of speaking: Don’t steal the air.
“Let’s hear from Maya first,” he said, and surprised himself with how ordinary it sounded. “Maya—what decision do you actually need from us today?”
Maya blinked. The question wasn’t a trap. It was a handoff.
She exhaled and stepped slightly closer to the table. “Two things,” she said. “First, approval on the sequencing. Second, agreement on how we handle pushback when we ask for stretch gifts.”
The room shifted. People sat forward. Someone asked a question that wasn’t about numbers but about relationships. Another board member—quiet until now—said, “I’m worried we’re underestimating how tired our community partners are. If we rush them, we’ll lose trust.”
David felt the old reflex to fix the worry with reassurance. He swallowed it. Let it sit.
After the meeting, people clustered in the hallway with their coats, talking about schedules and next steps. David waited until Maya was alone, sliding papers into her folder with brisk, practiced movements.
“Maya,” he said. “Do you have five minutes before you head out?”
She looked up, and David saw it. Not anger, not warmth—just caution, the kind that arrives when someone with more power says they “want to talk.”
“There’s time,” she said.
They stepped into a small side office used partially for storage. Fluorescent light. A stack of old binders. No audience.
David didn’t sit. If he sat, he might start performing humility. He leaned lightly against the file cabinet instead.
“I interrupted you twice,” he said. He didn’t add a joke. He didn’t explain the campaign pressure. He didn’t list his credentials. “And I watched it change your tone. I’m sorry.”
Maya’s eyes stayed on his. She waited, as if checking whether he was done.
“I can tell myself I was helping,” David continued, slower now, “but I think it landed like I don’t trust you to lead in that room.”
Maya’s shoulders dropped a fraction. “Yes,” she said. “That’s what it felt like.”
David nodded once, letting the sentence remain true without rushing to soften it. The silence was uncomfortable in a way that felt…useful.
“What would help repair it?” he asked.
Maya thought for a moment. “Two things,” she said. “If you have edits, send them to me before the meeting. And in the room, ask questions. Don’t restate my points in your voice. It makes me disappear.“
David felt heat rise in his face—shame, or something adjacent to it. He didn’t argue with it.
“Okay,” he said. “I can do that. And if I slip, do you want to name it in the moment, or would you rather tell me after?”
Maya’s expression softened, just slightly. “After,” she said. “At least for now.”
David nodded again. “Fair.”
As they walked back toward the exit, he had the impulse to seal it with one more sentence—something wise, something that made him look like the kind of man who learns quickly.
Instead, he let the repair be what it was—a small agreement that would only mean something if he followed through.
Field Notes
This is Accountability Over Accuracy in practice: not a public performance of goodness, but a willingness to name impact without defending intent, ask for a concrete repair, and make follow-through specific (edits before meetings; questions instead of restating; private feedback when he slips).
An Invitation
I am considering publishing guest Chronicles: short, anonymized (or not) scenes (700–900 words) where a “simple problem” reveals something about internal space and shared space—followed by a brief reflection naming one Field Guide entry you wish had been present or simply would like to explore. Please email me at robert@exponentialsquared.com.
About Spaciology
Spaciology is not abstract theory; rather, it is a practice you can feel.
- Inside: Pause, breathe, notice.
- Outside: Design rooms, rituals, and agendas that slow the spin and invite care.
- Between us: Make dialogue a place where different truths can live together long enough to teach something.
Ultimately, leadership is the art of making space for what’s important (for everyone) and letting that clarity shape the next step. When we change the spaces from which we lead, our strategies change with them.
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