Reflective Leadership Practices

𝗖𝘂𝗹𝘁𝘂𝗿𝗲 𝗱𝗼𝗲𝘀𝗻’𝘁 𝗳𝗼𝗹𝗹𝗼𝘄 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 - 𝗶𝘁 𝗳𝗼𝗹𝗹𝗼𝘄𝘀 𝘆𝗼𝘂𝗿 𝗯𝗲𝗵𝗮𝘃𝗶𝗼𝘂𝗿. 𝗔 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝗼𝗳 𝗖𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗜𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁 𝗶𝘀 𝗯𝘂𝗶𝗹𝘁 𝗼𝗻𝗲 𝗹𝗲𝗮𝗱𝗲𝗿 𝗮𝘁 𝗮 𝘁𝗶𝗺𝗲. I once watched a CEO talk endlessly about improvement whilst ignoring the obvious waste in his own executive meetings. My greatest challenges? ⚠ First, convincing leaders that their actions speak louder than Powerpoint slides. ⚠ Second, helping executives see how their personal behaviours reinforce or destroy improvement efforts. ⚠ Third, overcoming the "do as I say, not as I do" approach that breeds cynicism. These struggles taught me that 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝗰𝗵𝗮𝗻𝗴𝗲 𝗯𝗲𝗴𝗶𝗻𝘀 𝘄𝗶𝘁𝗵 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗵𝗮𝗯𝗶𝘁𝘀. That coaching is more powerful than commanding. And most importantly, that 𝘀𝘂𝘀𝘁𝗮𝗶𝗻𝗮𝗯𝗹𝗲 𝗶𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁 𝗿𝗲𝗾𝘂𝗶𝗿𝗲𝘀 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝘄𝗵𝗼 𝘃𝗶𝘀𝗶𝗯𝗹𝘆 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗲 𝘄𝗵𝗮𝘁 𝘁𝗵𝗲𝘆 𝗽𝗿𝗲𝗮𝗰𝗵. The video shows the power of role-modeling. The two year old follows the example of his mum. Imagine what would happen if your teams followed what you do, not what you say ... 𝗙𝗼𝗿 𝘆𝗼𝘂 𝗖-𝘀𝘂𝗶𝘁𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀: 𝘆𝗼𝘂𝗿 𝘁𝗲𝗮𝗺 𝘄𝗶𝗹𝗹 𝗻𝗲𝘃𝗲𝗿 𝗲𝘅𝗰𝗲𝗲𝗱 𝘁𝗵𝗲 𝘀𝘁𝗮𝗻𝗱𝗮𝗿𝗱 𝘆𝗼𝘂 𝘀𝗲𝘁. 𝗜𝗳 𝗰𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗶𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁 𝗶𝘀𝗻'𝘁 𝘃𝗶𝘀𝗶𝗯𝗹𝗲 𝗶𝗻 𝘆𝗼𝘂𝗿 𝗯𝗲𝗵𝗮𝘃𝗶𝗼𝘂𝗿, 𝗰𝗮𝗹𝗲𝗻𝗱𝗮𝗿, 𝗮𝗻𝗱 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀, 𝗶𝘁 𝘄𝗼𝗻'𝘁 𝘁𝗮𝗸𝗲 𝗿𝗼𝗼𝘁 𝗶𝗻 𝘆𝗼𝘂𝗿 𝗼𝗿𝗴𝗮𝗻𝗶𝘀𝗮𝘁𝗶𝗼𝗻. 𝗧𝗼𝗱𝗮𝘆'𝘀 𝘁𝗮𝗸𝗲𝗮𝘄𝗮𝘆: Identify one personal work process you can visibly improve this week. Your actions will inspire more change than any speech. --- ▶ Please follow me for more on continuous improvement.   📄 Join my free monthly newsletter to help you improve by 1% each day, every day: https://bit.ly/ob-news2 🔁 Please repost if you find 𝗺𝘆 𝘁𝗶𝗽𝘀 𝗼𝗻 𝗰𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗶𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 valuable.

When Is a brilliant jerk just a jerk? Why do we tolerate people who deliver results but leave chaos in their wake? Having worked in recruitment for years, I’ve seen it time and again: companies excuse flawed leaders simply because they’re high performers. Often, these individuals are promoted beyond their capabilities, amplifying their negative impact on their teams. I’ve frequently questioned how these behaviours align with our stated company values. Why do managers “turn a blind eye.” overlooking poor conduct simply because ‘Sam’ bills over $1 million a year? One of my more memorable career experiences involved a former CEO who loved quoting a famed All Blacks rugby player's book: “Guys, we have a no d**kheads policy here,” he’d proudly declare. Yet, as people shuffled out of the board room, whispers of his behaviour would follow. Ironically, he was perhaps the biggest d**khead in the company—a textbook brilliant jerk. Unchecked, these individuals kill company culture, sap morale, and erode trust. I know this all too well because I’ve been there. Looking back on my early leadership days, I cringe. Was I that jerk? The reflection hurt. But it’s true. I was a jerk. I needed to change. I recognised that leadership is more than results. Empathy. Communication. Adaptability. Emotional intelligence. Compassion. These aren’t just “soft skills” – they’re essential for thriving in the workplace and growing as a leader. The good news. You can develop them too. But one often overlooked skill is reflection. If you are serious about your leadership, you must "hold up the mirror." Self-reflection is the foundation for personal and professional growth. It allows you to: -- Assess your strengths, weaknesses, and behaviours. -- Identify blind spots. -- Make better decisions and solve problems more effectively. -- Stay aligned with your core values and goals. Research shows that the habit of reflection separates extraordinary leaders from mediocre ones. I’d go so far as to argue that it’s the cornerstone of all other leadership skills. Reflection takes courage. It’s intentional. Deliberate. Thoughtful. Reflection is a practice. You can make it a daily habit—a ritual. Yet reflection isn’t easy. It’s uncomfortable and ego-bruising. But it’s also necessary. Great leaders don’t just learn from their successes—they mine their failures for insights, using the lessons to shape a better future. Being at the “top of your game” only comes when you extract how to engage the future from your past. But go easy on yourself. Excellence comes from falling, standing up, and dusting yourself off. Study those failures, and you’ll be less likely to trip again. Flawed leaders will always exist, but without self-reflection, you might become one of them. Don’t let brilliance turn into arrogance. Instead, commit to growing into the kind of leader who elevates both results and relationships. You need reflection to avoid ending up being a jerk.

Practicing intellectual curiosity is critical to a leader’s journey of continuous learning and growth. We must ask questions, listen actively, seek out different perspectives, and challenge our assumptions. Many leaders read voraciously, reflect regularly, and engage with coaches and mentors to ensure we are exposed to new ideas, insights, and feedback. One practice that has helped me learn and evolve over the years is tracking and analyzing the outcomes of my decisions. This is not about dwelling on mistakes but about accountability, continuous improvement, and leading with intention. I started this as a mid-level manager, thanks to a great boss who taught me how to balance data and instincts—a critical skill to have when you need to make a decision urgently in the absence of a complete set of facts. He coached me to start recording my gut instincts whenever I had to make a decision. I would do a quick gut check and put that insight aside. I would then approach the decision analytically, weighing all the available data to make a determination. Over time, we’d compare the two approaches, tracking the success rate through the years. This practice has stayed with me—in fact, I’m still tracking business decisions I made in Southeast Europe, Germany, and Southeast Asia over the years! As importantly, I track the successful careers of employees I hired, coached, and promoted. This is not only a useful learning exercise of what worked and what didn’t, but also a wonderful way to celebrate the success of others. What are some practices that help you continuously learn and grow? #Leadership #Development #Curiosity #ContinuousLearning #DecisionMaking

One of the most underrated leadership skills, I believe, is seeing yourself clearly. I often tell the executives I coach that real transformation begins with self-awareness. Not the kind of “I know my strengths and weaknesses” version, but the deep, often uncomfortable clarity about how we see ourselves and how others see us. Last year, I worked with a senior leader, let’s call her Maria. Brilliant strategist, deeply committed to her team, and yet... frustrated. Her team described her as intimidating and distant. She saw herself as focused and fair. The gap between those two realities was the source of most of her stress. We used a 360-feedback tool and a practice of asking “what” instead of “why.” (As organizational psychologist Tasha Eurich’s research shows, “why” often leads to rumination and self-justification, while “what” opens the door to learning and forward movement.) Maria started asking her team questions like: - “What am I doing that makes it hard for you to speak up?” - “What could I do differently to make collaboration easier?” It was awkward at first. But over time, she noticed her team leaning in instead of shutting down. Three months later, one of her direct reports told her, “You feel more human now.” That moment captured what self-awareness really does: it humanizes leadership. Tasha Eurich’s research offers three powerful insights that I see play out regularly in coaching: (1) There are two kinds of self-awareness: internal (how clearly we see ourselves) and external (how others see us). The best leaders balance both. (2) Experience and power often erode self-awareness, because feedback gets filtered or silenced. (3) Introspection isn’t always helpful, especially when we keep asking “why.” Asking “what” keeps us moving forward. In my coaching practice, I don’t use a single “magic” tool to raise self-awareness. I use what I believe best serves the leader I am working with. Sometimes it’s structured 360 assessments. Sometimes it's a psychometric assessment. Sometimes it’s reflective writing. Often it’s simply creating a space where leaders can hear feedback without defending themselves. But always, it starts with this simple belief I hold: The ability to see ourselves clearly is the foundation of every other leadership skill. And like any skill, it can be learned, with courage, curiosity, and the willingness to ask, “What do I need to see that I’m not seeing yet?” #selfAwareness #coaching #learning #leadership #understanding #curiosity #assessments https://lnkd.in/edMhJq8s

Leading change isn't just about having a compelling vision or a well-crafted strategy. Through my years as a transformation leader, I've discovered that the most challenging aspect lies in understanding and addressing the human elements that often go unnoticed. The fundamental mistake many leaders make is assuming people resist change itself. People don't resist change - they resist loss. Research shows that the pain of losing something is twice as powerful as the pleasure of gaining something new. This insight completely transforms how we should approach change management. When implementing change, we must recognize five core types of loss that drive resistance. * First, there's the loss of safety and security - our basic need for predictability and stability. * Second, we face the potential loss of freedom and autonomy - our ability to control our circumstances.  * Third, there's the fear of losing status and recognition - particularly relevant in organizational hierarchies.  * Fourth, we confront the possible loss of belonging and connection - our vital social bonds. * Finally, there's the concern about fairness and justice - our fundamental need for equitable treatment. What makes these losses particularly challenging is their connection to identity.  When change threatens these aspects of our work life, it doesn't just challenge our routines and who we think we are. This is why seemingly simple changes can trigger such profound resistance. As leaders, our role must evolve. We need to be both champions of change and anchors of stability.  Research shows that people are four times more likely to accept change when they clearly understand what will remain constant. This insight should fundamentally shift our approach to change communication. The path forward requires a more nuanced approach. We must acknowledge losses openly, create space for processing transition and highlight what remains stable. Most importantly, we need to help our teams maintain their sense of identity while embracing new possibilities. In my experience, the most successful transformations occur when leaders understand these hidden dynamics. We must also honour the present and past. This means creating an environment where both loss and possibility can coexist. The key is to approach resistance with curiosity rather than frustration. When we encounter pushback, it's often signaling important concerns that need addressing. By listening to this wisdom and addressing the underlying losses, we can build stronger foundations for change. These insights become even more crucial as we navigate an increasingly dynamic business environment. The future belongs to leaders who can balance the drive for transformation with the human need for stability and meaning. True transformation isn't just about changing what we do - it's about evolving who we are while honouring who we've been. #leadership #leadwithrajeev

Consider the challenges that my colleagues and I come up against in the leaders with whom we work: uncertainty, prioritization, conflict aversion, authenticity, the hunger to be liked, balancing empathy with accountability, fear of being called out on social media, and navigating competing demands from multiple stakeholders. Or the challenges that recur in their organizations, such as decision-making, prioritization, collaboration, disengagement, and burnout. The apparent problem is rarely the underlying problem. What most leaders don’t recognize is how much what they’re feeling and struggling with internally is influencing the way they show up externally. Treat symptoms with behavioral solutions or quick fixes, and any relief they provide will be temporary at best. The challenges inevitably reoccur, much as weeds resurface after they’ve been pulled from a garden. My team and I worked with the senior team at a company that had struggled for two years with trying to create a decision rights framework. Each new solution seemed promising, and each one failed. They kept spinning. The core problem turned out to be that the CEO felt insecure about making any important decision. By becoming more aware of earlier events in his life that drove his insecurity but no longer applied, and by homing in on the values he held most dear, he progressively gained confidence in his instincts. Most every issue that we face, and struggle to resolve, has roots in our own doubts about our worthiness, and in our tendency to look outside ourselves for answers. These are questions we regularly ask all our coaching clients when they’re struggling: 1. What are you not seeing? 2. What part of what you’re feeling – or avoiding feeling – is a reflection of something you’re bringing to the present from experiences that happened in the past? 3. Rather than seeking certainty, can you create space for all of what you’re feeling, and tap into your core capacity to do the next right thing? #excecutivecoaching #leadership #selfreflection

𝗧𝗵𝗲 𝗜𝗻𝗻𝗲𝗿 𝗘𝗱𝗴𝗲 | Reflective Growth Round-Up Leadership isn’t built in the spotlight—it’s forged in the quiet work no one else sees. Over the past month, we explored four qualities that shape leaders from the inside out: ✨ Self-Reflection – the mirror that accelerates maturity when feedback is scarce. ✨ Integrity – the courage to stay true even when it costs you. ✨ Detachment – the power to step back, trust your team, and see the bigger picture. ✨ Consistency – the quiet superpower that builds trust long before results appear. 📊 Research backs it up: 1. Leaders who reflect daily improve decision accuracy by 23% in just 10 days (Cornell, 2018). 2. 60% of employees value alignment with company values over higher pay (Edelman, 2022). 3. Companies with risk-welcoming cultures are 6x more innovative (McKinsey, 2023). 4. Teams led by consistent leaders show 2.5x higher engagement (HBR, 2020). Together, these qualities form the foundation of Reflective Growth—an inner edge that strengthens leaders far beyond titles or results. 🧘 My coaching work—and even yoga—are both about cultivating this pause, this reflection, this strength from within. 👉 Read the full round-up and subscribe to 𝗧𝗵𝗲 𝗜𝗻𝗻𝗲𝗿 𝗘𝗱𝗴𝗲 for one thoughtful reflection each month by clicking the below. 💬 Which of these four qualities has shaped your leadership most recently? Share your story—I’d love to hear. #TheInnerEdge #ReflectiveGrowth #LeadershipGrowth #ExecutiveCoaching #QuietPower #InnerWorkOuterImpact

The ultimate guide to creating transformational workshop experiences (Even if you're not a natural facilitator) Ever had that gut-punch moment after a workshop where you just know it didn’t land? I’ve been there. Back then, I thought great workshops were all about cramming in as much content as possible. You know what I mean: - Slides with inspirational quotes. - The theory behind the frameworks. - More activities than a summer camp schedule… Subconsciously I believed that: The more I shared, the more people would see me as an expert. The more I shared, the more valuable the workshop. And participants would surely walk away transformed. Spoiler: they didn’t. They were hit-and-miss. But then on a leadership retreat in 2016, I stumbled onto something that changed everything. Something so obvious it's almost easy to miss. But when you intentionally use them, it took my workshops from "meh" to "mind-blowing": Three simple principles: 1️⃣ Context-based Learning People don't show up as blank slates. They bring their own experiences, challenges, and goals. When I started anchoring my content in their reality, things clicked. Suddenly, what I was sharing felt relevant and useful — like I was talking with them instead of at them. 2️⃣ Experiential Learning Turns out, people don’t learn by being told. They learn by doing (duh). When I shifted to creating experiences, the room came alive. And participants actually remembered what they’d learned. Experiences like roleplays, discussions, real-world scenarios, the odd game... 3️⃣ Evocative Facilitation This one was a game-changer. The best workshops aren’t just informative — they’re emotional. The experiences we run spark thoughts and reactions. And it's our job to ask powerful questions to invite reflection. Guiding participants to their own "aha!" moments to use in the real world. (yup, workshops aren't the real world) ... When I started being intentional with these three principles, something clicked. Participants started coming up to me after sessions, saying things like: "That’s exactly what I needed." "I feel like you were speaking directly to me." "I’ve never felt so seen in a workshop before." And best of all? Those workshops led to repeat bookings, referrals, and clients who couldn’t wait to work with me again. Is this the missing piece to your expertise? - If so, design experiences around context. •Facilitate experiences that evoke reactions •Unpack reactions to land the learning ♻️ Share if you found this useful ✍️ Do you use any principles to design your workshops?

Measuring Success: How Competency-Based Assessments Can Accelerate Your Leadership If it’s you who feels stuck in your career despite putting in the effort. To help you gain measurable progress, one can use competency-based assessments to track skills development over time. 💢Why Competency-Based Assessments Matter: They provide measurable insights into where you stand, which areas you need improvement, and how to create a focused growth plan. This clarity can break through #career stagnation and ensure continuous development. 💡 Key Action Points: ⚜️Take Competency-Based Assessments: Track your skills and performance against defined standards. ⚜️Review Metrics Regularly: Ensure you’re making continuous progress in key areas. ⚜️Act on Feedback: Focus on areas that need development and take actionable steps for growth. 💢Recommended Assessments for Leadership Growth: For leaders looking to transition from Team Leader (TL) to Assistant Manager (AM) roles, here are some assessments that can help: 💥Hogan Leadership Assessment – Measures leadership potential, strengths, and areas for development. 💥Emotional Intelligence (EQ-i 2.0) – Evaluates emotional intelligence, crucial for leadership and collaboration. 💥DISC Personality Assessment – Focuses on behavior and communication styles, helping leaders understand team dynamics and improve collaboration. 💥Gallup CliftonStrengths – Identifies your top strengths and how to leverage them for leadership growth. 💥360-Degree Feedback Assessment – A holistic approach that gathers feedback from peers, managers, and subordinates to give you a well-rounded view of your leadership abilities. By using these tools, leaders can see where they excel and where they need development, providing a clear path toward promotion and career growth. Start tracking your progress with these competency-based assessments and unlock your full potential. #CompetencyAssessment #LeadershipGrowth #CareerDevelopment #LeadershipSkills

𝗜𝘁‘𝘀 𝗻𝗼𝘁 𝗼𝗻𝗹𝘆 𝘁𝗵𝗲 𝗮𝗰𝘁𝗶𝗼𝗻𝘀 𝘄𝗵𝗶𝗰𝗵 𝗴𝗶𝘃𝗲 𝗮𝘄𝗮𝘆 𝗹𝗲𝗮𝗱𝗲𝗿 𝗾𝘂𝗮𝗹𝗶𝘁𝗶𝗲𝘀 𝗶𝘁‘𝘀 𝗮𝘀 𝗺𝘂𝗰𝗵 𝘁𝗵𝗲 𝗶𝗻𝗮𝗰𝘁𝗶𝗼𝗻 𝘄𝗵𝗶𝗰𝗵 𝘁𝗲𝗹𝗹 𝘁𝗵𝗲𝗶𝗿 𝗼𝘄𝗻 𝘀𝘁𝗼𝗿𝘆 especially if ambitious business goals and incentives are at play. The balance between these goals and maintaining ethical integrity can be delicate and complex. I have seen this in a case of bystanding first hand. A situation were a project lead was overtly harassing people at work for months, using inappropriate language and manipulation. 𝗕𝘂𝘁 𝗻𝗼 𝗼𝗻𝗲 𝗱𝗮𝗿𝗲𝗱 𝘁𝗼 𝘁𝗮𝗸𝗲 𝗮𝗰𝘁𝗶𝗼𝗻. Hoping that someone else would finally step in and stop it. The project lead was on a mission to deliver a critical department goal, a one of a kind transformative solution promised to the executives. 𝗜𝘁 𝗵𝗮𝗱 𝘁𝗼 𝗯𝗲 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝗲𝗱 𝗮𝘁 𝗮𝗹𝗹 𝗰𝗼𝘀𝘁. Priority was given by the leadership to the ambitious project rather than ethics. Regardless if it left the organisation at a breaking point, exhausted and with team members at the verge of mental breakdown. 𝗧𝗵𝗲 𝗽𝗿𝗼𝗷𝗲𝗰𝘁 𝗻𝗲𝗲𝗱𝗲𝗱 𝘁𝗼 𝗴𝗲𝘁 𝗼𝘃𝗲𝗿 𝘁𝗵𝗲 𝗹𝗶𝗻𝗲. In consequence, it created a culture of silence, where concerns raised were quickly appeased. 𝗪𝗵𝗮𝘁 𝘄𝗮𝘀, 𝗰𝗼𝘂𝗹𝗱𝗻'𝘁 𝗯𝗲. Months into it, the situation started to spiral, serious cases of burn-out and mental health problems started to emerge in the teams. There was no way leadership could turn a blind eye any longer, even though the goal was a few weeks short of being met. 𝗔 𝘄𝗮𝘁𝗲𝗿𝘀𝗵𝗲𝗱 𝗺𝗼𝗺𝗲𝗻𝘁 𝘄𝗮𝘀 𝗻𝗲𝗲𝗱𝗲𝗱 𝘁𝗼 𝘄𝗮𝘀𝗵 𝘁𝗵𝗲 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝗼𝗳 𝘀𝗶𝗹𝗲𝗻𝗰𝗲 𝗮𝘄𝗮𝘆. An open confrontation at the coffee machine between a courageous manager and the project lead finally tilted the situation. A battle for the right cause. Leadership and HR had to quickly move for damage control. Hastily a note went out, that unethical behaviour was to be condemned and speaking up was encouraged. It was a late awakening to the criticality of ethical leadership. 𝗨𝗹𝘁𝗶𝗺𝗮𝘁𝗲𝗹𝘆, 𝘁𝗵𝗲 𝗽𝗿𝗼𝗷𝗲𝗰𝘁 𝘄𝗮𝘀 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝗲𝗱, 𝗯𝘂𝘁 𝗮𝘁 𝗮 𝗺𝗮𝘀𝘀𝗶𝘃𝗲 𝗺𝗼𝗿𝗮𝗹 𝗰𝗼𝘀𝘁. The subsequent learnings reinforced company policies putting ethical and business considerations at equal levels of importance. For me, ethical Leadership is always about taking action for what's right, inline with values. It's never about passivity, bystanding and silence to support business goals. Celebrating success is not only about achieving business goals but how these are achieved and at what costs of the team's integrity and well-being they are being delivered. What's your view on this? #leadership #sundayreflections #businesstransformation #ethicsinbusiness