I talk a lot about self-reflection with my coaching clients.
Not because it sounds good in theory.
Because, after 25 years in Human Resources and years coaching leaders, I’ve seen it become one of the biggest differences between leaders who simply stay busy and those who continually become better.
When I ask leaders whether they intentionally set aside time to think about how they’re leading, their answer tells me a great deal.
Some immediately say, “Absolutely. I block time in my diary every day to review what worked, what didn’t and what I need to do differently tomorrow.” Those leaders delight me. They treat reflection as seriously as any other meeting.
Most leaders, however, tell me they’re too busy. Their calendars are full of back-to-back meetings, urgent requests and constant interruptions. Somewhere along the way we’ve convinced ourselves that every spare minute should be spent doing rather than thinking.
Yet research consistently shows the opposite. Organisational psychologist Tasha Eurich, whose work on self-awareness has involved thousands of leaders, found that people who regularly reflect in productive ways develop greater self-awareness, make better decisions and build stronger relationships. Leaders who understand themselves are also better able to understand and lead others.
Reflection isn’t about dwelling on mistakes. It’s about learning from experience.
One of my coaching clients completely restructured how she worked in just four weeks after intentionally creating time to think. Instead of rushing from task to task, she used her reflection time to identify work that could be delegated to capable members of her team. Those team members grew their capability and confidence. She reclaimed valuable time to focus on strategic priorities that created new opportunities for both herself and the organisation. Everyone benefited.
Another client realised during his daily commute that most of the problems occupying his day weren’t actually leadership problems—they were operational tasks he had never let go of. That insight changed how he delegated, coached his team and managed his own workload.
Many of my clients now use their commute as thinking time. Some record voice memos. Others listen to leadership podcasts before capturing their ideas when they arrive. What matters isn’t where reflection happens. It’s that it happens consistently.
Leadership researcher Donald Schön described professional growth as developing through ‘reflection-on-action’—taking time to examine experiences so we can improve future performance. Great leaders don’t simply accumulate experience; they learn from it.
The leaders who grow the fastest don’t just think. They act. They return to work with greater clarity, make intentional changes and become more deliberate about how they show up for their people. That’s what reflection creates. Not more work. Better leadership.
Pause and Reflect
• What went well today—and why?
• What didn’t go as planned—and what can I learn from it?
• What one action will make tomorrow better?
Leadership in Practice
Look at your calendar for next week. Where could you schedule 10 minutes for uninterrupted reflection? It might be before your first meeting, during your commute or at the end of the day. Protect that time like you would an important client meeting. Because your leadership deserves the same investment.
If you’re finding it difficult to create time to think strategically about your leadership, coaching can help. Sometimes the biggest breakthroughs don’t come from working harder – they come from asking better questions.
If you’d like to explore how strengths-based leadership coaching could help you become a more confident and intentional leader, I’d love to have a conversation.