In a fast-changing industry, structured reflection can help you make sense of challenges and identify opportunities to navigate through them.
Work through each step to build your knowledge.
Watch the webinar recording to:
- Learn about the business benefits
- See how to take a structured approach to reflection
- Be able to practice with some examples to get you started
- Get practical tips on how to fit it around a busy work schedule
Top questions and answers for our expert
1. How can I encourage reflection as a way of working in my business?
I would search out senior leadership champions to gather momentum. For example, those who have already received executive coaching will probably already understand the power of reflection. More introverted leaders may be a good source of influence as their natural tendency is towards reflection.
Alternatively you could offer to pilot a reflection activity in your part of the business to test it's effectiveness yourself. Make sure you have measurement in place, e.g. 360 feedback, staff engagement scores or setting SMART learning objectives
2. How can you overcome stubbornness and ego to self-evaluate more effectively?
The research that I completed with managers over a 3 week period showed that curiosity was a pre-requisite for successful reflection. Stubbornness and ego can be defence mechanisms, which often mean that individuals will be more resistant to looking at themselves in the mirror. Specific and observable feedback is the first step to opening up blind spots.
3. How does reflection help in an environment where
This is a common issue so a good example of how to use reflection. I suggest you set a goal around it with clear measures (e.g. reduce tasks by 10%) and reflect on the following:
- Am I doing the right things?
- What can I drop?
- Would anyone miss me not doing it?
As an example, I have coached someone on this very topic. He was overloaded and was asked to take more responsibilities into his function. The coaching process involved him redefining the purpose of his function through reflection and where did his team added value. He appraised the team’s workload on the basis of "essential", "desirable" and "nice to do“, then encouraged the team to do the same to see the areas of crossover. He also reviewed whether his team were the right team to deliver some activities, or whether they had picked up some activities almost unconsciously over a few years.