Speaking about high-level strategic roles in general (eg CTO), assembling a good team that you trust to get on with things means you don't need to spend a huge amount of time managing them on a day-to-day basis. If you do your job well you can get to a point where 'managing' is mostly about steering the direction of the team - figuring out the answers to questions about 'why' and 'what' you're doing as a team. The team members themselves can deal with the 'how' part. That shouldn't be your job.
The 'why' and the 'what' don't actually change very often (hopefully!) so you can have plenty of time for experimentation and 'play' like this. This is a part of how you learn and answer the 'why' and 'what' parts of your job.
The 'why' and the 'what' don't actually change very often (hopefully!) so you can have plenty of time for experimentation and 'play' like this. This is a part of how you learn and answer the 'why' and 'what' parts of your job.