How can you help leaders develop self-reflection skills?

Crear un espacio seguro es clave para que el coacheé pueda se desarrollar la confianza de compartir sus juicios y perspectivas. Y para esto es clave no juzgar ni calificar las ideas del coacheé. Si ellos identifican eso, no se genera un espacio seguro y eso limitaría a que el proceso de coaching de desarrolle de una forma transparente. Nuestra labor es ser espejo de lo que dice y lograr que el coacheé de de cuenta por si mismo que existen otras perspectivas que pueden ayudarlo a alcanzar sus objetivos.

“We don’t learn from our experience. We learn from REFLECTING on our experience.” Those words of Psychologist John Dewey were part of a session my coach, Marcia Reynolds, shared with a group of coaches to help us understand the power of reflection. To that end, I have used several techniques to help myself and my clients become more reflective. Focusing on one’s breathing through mindfulness is one technique to calm the mind and minimize distractions. As we tune out the superfluous noise in our mind and environment and focus on ourselves, we can do the inner work of analysis reflection. Another technique is journaling. Using a physical pen and pad rather than a digital device is an excellent way to think and reflect.

Eine Geschichte aus der Praxis. Allgemein ist immer noch der Irrtum im Raum, dass eine einfache Software-Lösung alle Kommunikationsprobleme im Unternehmen beseitigen. Wir sehen in der Praxis viel mehr eine andere Herausforderung. Viele Unternehmen, auch grössere, verfügen über mangelhafte oder keine Prozesse und Strukturen. Der erste Ansatz ist immer das Bewusstsein für Veränderung und Verbesserung an die Basis zu transportieren. Sind die Mitarbeitenden intrinsisch motiviert die Herausforderungen im Unternehmen zu beseitigen, können kleine Wunder geschehen. Weniger top down und mehr bottom up, kann nur funktionieren, wenn das Bedürfnis für Veränderung und Verbesserung an der Basis erzeugt wird. Leider geht kein Weg dran vorbei...

Na minha experiência, a autorreflexão acaba sendo mais poderosa quando a viabilizamos por meio da ferramenta de mindfulness ou do uso de um diário. Sempre oriento aos executivos que incorporem estas ferramentas para aumentarem a percepção sobre si mesmo, suas emoções e comportamentos. Acaba sendo uma grande oportunidade de terem maior clareza de pensamento e grandes insights; principalmente quando as incorporam de forma disciplinada em seu dia a dia. A mentalidade deve ser encarar a autorreflexão como um processo incessante e contínuo, mas também, divertido e uma experiência transformadora.

A successful approach to self-reflection and self-discovery is to help leaders push beyond their comfort zones both personally and professionally. Outdoor Adventure and Equine Experiential Learning are proven activities to allow leaders to reflect, self-discover, and to grow. I prefer to create an environment where leaders are less secure and safe to ensure they are more uncomfortable than comfortable which results in greater self-awareness.

Ich habe über 30 Jahre als Führungskraft in der Lackier- und Beschichtungsbranche gearbeitet. Wenn ich heute als Coach und Berater in Unternehmen komme, fällt mir immer eine vermeintliche Kleinigkeit auf, die von Führungskräften immer noch unterschätzt wird: "Sie gehen nicht mit gutem Beispiel voran!" Das fängt damit an, dass alle Mitarbeiter Sicherheitsschuhe tragen, der Chef aber für sich in Anspruch nimmt, mit Turnschuhen durch die Produktion zu laufen. Die Werte, die in Unternehmensleitbildern beschrieben werden, gelten scheinbar nur für die Belegschaft, aber nicht für die Führungskräfte. Mein Appell an alle Führungskräfte: Reflektieren Sie Ihr eigenes Verhalten und schauen Sie einmal durch die Brille Ihre Mitarbeiter!

During the coaching process, establishing a safe and non-judgmental space is paramount for leaders to feel comfortable engaging in self-reflection. I create an environment where leaders feel secure to explore their thoughts, emotions, and experiences openly, fostering a sense of trust and psychological safety. To do that there are several things take place in the coaching process - rapport building, trust building, showing empathy, positive curiosity and respect and operating from complete non-judgmental zone.

Cualquier directivo o profesional antes de abordar a un cambio previamente a de tener una toma de conciencia pues sin ella nada cambiara o se convertirá en un paso adelanté y dos atrás con al frustración que supone. Por lo tanto antes que nada buscar momentos claves en el día sin distracciones y tranquilo para reflexionar, además buscar un lugar para ello y una simple libreta para escribir. Elegir un buen lugar es fundamental, debe ser un espacio que mentalmente genere recuerdos positivos pues facilitara mucho esa reflexión y toma de conciencia. Esto a nivel personal e individual. Con el Coachee una vez uno haya podido tener esa toma de conciencia individual podrá afrontar un proceso de coaching.

DISC Strength finder And various other tools (some on-line) to help them understand personality tendencies of their colleagues and themselves. You will quickly understand how better to communicate and how to check yourself to become more effective both in your professional and personal life.

I’ve worked with leaders at Best Buy, Zappos and a variety of mid sized companies. Self reflection is the skill that fuels leadership transformation. How you see yourself and asking how other see and experience you provides insights into behaviors, habits and actions. Once you as a leader knows how other people see you, then you can reinforce the good habits and shift the ones that are getting in the way. Often I ask people what would your spouse say you need to improve on or are your greatest gifts. Everyone knows! Another great question is to know if you have a nickname. That tells a lot about a person and how relatable or disliked you are.

My decade of research on self-awareness uncovered a surprise: successful self-reflection hinges on the questions we ask. Specifically, "why" questions ("why am I in such a bad mood?") are remarkably ineffective. Our unconscious thoughts, feelings, and motives often elude us, creating answers that feel true but are often wrong. What questions should we ask? Our research with highly self-aware people showed a clear pattern of "what" questions. Consider Jose, who hated his job. Instead of asking "Why do I feel so terrible?" he asked, "What are the situations that make me feel terrible, and what do they have in common?" This helped him identify a pattern of dissatisfaction, empowering him to pursue a more fulfilling job elsewhere.

In my experience, leaders are very accustomed to asking questions, not necessarily answering them. As a coach, finding the right question to ask requires a lot of listening - you don’t want to blow it by asking something routine or superficial. Having a framework to support your listening means you are genuinely free to listen and respond to not only the words, but the tone of voice and body language. You know when you’ve asked a good question. There’s normally silence. Don’t you be the one to break it.

I believe that a leader is his/ her biggest resource. This is an awareness/ belief that the leader must develop. Asking oneself questions to understand their own self - their talents,skills,values,needs,wants,dreams,life purpose - can lead to some powerful insights which put together can empower the leader immensely. Simple questions,which leave an impression,have an impact on some aspect of their life and nudges them to know more about how they react/ respond to situations can be extremely empowering for leaders.

Either rhetorical or questions that require answers were used long before the "Socratic question" which evades human defensive mechanisms, pride, and unwillingness to hear, listen, reflect, and learn. If self-reflection is the "serious thoughts of one's character, actions, and motives", the development of the conscience is critical. A conscience that is not seared automatically reflects on character, actions, and motives as a natural process. Thus, the powerful questions are internal to the human.

For over 15 years I have been asking folx to share when they can recall thinking, or feeling, a specific response for the first time. This requires people to look back, sometimes all the way into their youth, to see where a conversation was first generated, and the response to it was created. If we can uncover together the origins of these conversations and responses, we can work through how they have manifested in their lives and shown up in their working relationships. If we can discover the drivers, we can alter the course, and truly shift "what's next" and create an entirely new space where opportunity and growth can thrive.

Powerful, thought-provoking questions stimulate deeper introspection and encourage leaders to explore different facets of their experiences and decision-making. Through skilled questioning, I guide leaders to reflect on their motivations, values, and the impact of their actions, promoting a more comprehensive understanding of themselves.

In my view, there are no such questions as "powerful questions"! A simple question becomes a powerful question when asked in the right context in the right way!! That's where the expertise of the Coach is! Questions need to be in the right context, thought provoking and make the clients think. The coach needs to practice silence appropriately during such situations.

By consistently posing inquiries to themselves, such as “What worked well in this situation?” or “How could I have handled that better?” they encourage introspection. These questions prompt a critical evaluation of their actions, decisions, and interactions. Additionally, leaders benefit from asking open-ended questions like “What can I learn from this experience?” which stimulates deeper reflection. Regularly engaging in this practice allows leaders to gain insights, identify strengths and areas for improvement, and refine their leadership approach, fostering continuous growth and development.

From my experience in so many different situations, is to ask open questions. A lot of people assume, which "makes an ass of u and me". Always be aware that communication is key. And have an open and curious mind.

My research team empirically defined 7 types of self-knowledge separating the self-aware from everyone else. 7 Pillars of Insight (+1 reflection question) Values: Who are my heroes and what is it about each that I admire most? Passions: What activities do I never seem to get sick of and/or lose track of time while I'm doing them? Aspirations: What legacy do I want to leave in my work and life? Fit: Which environments and people give me energy, and which drain me? Patterns: Do I get my energy from people and things around me (extraversion) or do I recharge on my own (introversion)? Reactions (Strengths): What have I accomplished that has genuinely surprised me? Impact: What impact do I want to have on my most important stakeholders?

Culture is the ultimate framework and fabric of leadership. If you have the ability to create, foster, and shape culture you can lead. Every other framework, is simply a practical structure designed to assess culture and its outcomes. Whether you are into Six Sigma or Mindfulness, SWOT analysis or Profiling. Choose tools that result in actionable insights, not tools that simply regurgitate your opinions. Also, no tool is universal. Don't use a "hammer" to do what a "screwdriver" was designed to accomplish.

Leadership's grand theory and the first model premised on the long-sought-after theory are the only frameworks and or models in the space of leadership or leadership development industry that capture self-reflection among its many other distinctive features. The framework would have prevented the pandemic had it been widely released and practiced in 2019.

Leaders need to distinguish between what they think they ‘need’ and what they truly ‘want’. Let them write every day three things what they want to do or achieve and clearly reflect if it is a want and not a ‘must’ or ‘need’. That is a super effective self-reflection exercise that will help them grow and change a scarcity limited mindset into a creative empowering one.

Meinen Gesprächspartner hilft oft mein Storytelling. Ich nutze wahre, selbst erlebte Momente um so beispielhaft ein Bild zu zeichnen. Ein Bild, was im Kopf meines Gegenübers entsteht und ihm hilft seine Erlebnisse dadrüber zulegen und zu schauen, welche Erkenntnisse für ihn/sie selbst da drin stecken. Die Teilnehmer:innen sind wie in einer Art Film und beobachten im besten Fall sich selbst in einer Du-Assoziierten Haltung und erkennen dann Ihre Tops und Flops. Aus dieser Erfahrung heraus können wir dann tiefer in die Lösung eines Problems eintauchen. Dabei unterstütz mich (je nach Situation) entweder eine Verhaltens-Analyse mit Hilfe des persolog Persönlichkeitsmodells oder ein noch tiefergehender zortify GROW Perrsönlichkeitstest.

In my experience and practice, one of the best ways to help others develop self-reflection skills is to use basic tools and frameworks. Self-reflection can be difficult - it often involves confronting your own thoughts, emotions and behaviors, which may be uncomfortable or difficult, so it's good to start by asking yourself open-ended questions: 1. What worked, what didn't, what can be done and what can't be done? 2. Are there things I would like to improve about myself? What could I have done differently today? Once you start practicing them, you will be able to see the difference, but only when you learn from your past how to engage your future.

Adicionaria também a roda da vida, preferência cerebral, DISC e crenças limitantes. O autoconhecimento é fundamental para um bom processo de coahing. Entender nossas motivações e limitações é crucial.

I really like the empty chair exercise for creating and enabling both self reflection and the view point of others. Enables the leader to see themselves from a 3rd party viewpoint and also think about the opinion and perspective of others. When used it’s always been well received and proved a little bit disruptive further enabling growth

In my experience, providing access to tools, processes, methods or programs such as SMART model, 360 evaluations and Effective Listening has been a powerful resource to help leaders to develop self-reflection skills, fortunately nowadays data and information is accessible for everyone and can help leaders to optimize their time and be more productive within their teams.

As a certified Mental Fitness Coach, I am trained to use the Positive Intelligence (PQ) framework to enhance self-reflection skills. Positive Intelligence helps leaders in developing a more proactive, positive, and balanced approach to reflection. This not only aids their personal growth but also has a ripple effect on their teams and the entire organisation, fostering a culture of continuous learning and development.

Ensure that leaders have dedicated time set aside for reflection. This can be a part of their daily or weekly routine. Also, In some instances introduce mindfulness practices like meditation, which can help leaders become more aware of their thoughts and feelings.

Journaling can be a very effective self reflection tool. It helps to get a clear vision of how the person thinks,clear blocks and obstacles by writing them down...the benefits are many.

J’ai constaté avec les sportifs que j’accompagne que cette analyse de pratique est posée après chaque compétition, quel qu’en soit le résultat. S’il est positif il y aura des points clés à reproduire, s’il ne l’est pas il faut identifier les facteurs de l’échec, dans une analyse systémique et sans jugement, car la victoire de demain se construit par l’échec d’aujourd’hui.

Self-reflection requires time with self, away from the hustle of everyday work life. It feeds on “slow” and accepts delaying action. It requires open spaces on the calendar – sometimes NO calendar. These precepts go against the grain of what we teach executives. Teaching self-reflection means fighting many of the core assumptions of executive development and upending stereotypes of how a top leader thinks and behaves. Executives who are used to reading only content that’s been digested into a page of bullet points may find it hard to follow a path whose destination is unknown, that embraces nuance and accepts the contingent nature of many learnings. Self-reflection writes in prose. It’s a heavy lift and demands a deep commitment.

There's a lot of great ideas here, but I also find the idea of self-reflection as a contradiction in terms. Where else to start other than holding a mirror up to yourself? Journaling is a great start but it's also an easy habit to lose. The most benefit comes when you do it with someone you can completely trust. Far too many leaders don't ever have the conversations they really need to have. The best have those conversations, and do so with somebody else. 'Self' reflection can only go so far.

When one has an active conscience the act of self reflections takes place anytime, anywhere, and with anyone. Therefore when one develops the conscience the same encourages the regular practice, since it is natural.

In my experience the toughest part in the practice of self-reflection is being consistent with the time you allocate to it. In a coaching journey there are different junctures associated with the slow unravelling of the discovery of Self within your coachee. Discovery of Self and one's true potential is a mix of letting go and letting in of certain beliefs and practices. These dual processes work on a continuum which calls for consistency and commitment. When I work with leaders I help them establish cues in their daily routine that remind them and help them make this practice an easy inclusion in their daily routine. The taste of your coffee or even the quietness of your house in the mornings can be a cue to self-reflect.

Journaling is an effective entree to self-reflection. Using a series of simple prompts on a daily basis is key. It doesn’t matter what you write only that you write. Three simple questions derived from the after action review model are very helpful. What was supposed to happen today? What happened today? What needs to be better tomorrow?

Today's coaching isn't always in person so it's more important than ever to create a safe and supportive space for your clients. First, be on time and free of distractions. Seems simple but how many times do we see people on calls checking their phones or stepping away. Secondly, start with something like, what's working for you or what's good? Notice how they feel, are they fidgeting or nervous and having a hard time making eye contact? Ask them to begin a grounding exercise with you. Have them close their eyes and take three deep breaths in with a slight pause at the top and then let the air out slowly. Do this a few times with your client. Learning how to breathe to relax is a tool to help in reflection and setting goals.

From time of birth we absorb stimulation and impulses. We watch closely our parents, siblings, familymembers how the do things… They inspire us to get up and walk. Imitation and repetition is solidly grounded in our brains, bodies, nature to unfold potential. Isn’t it awesome?! ⭐️⭐️⭐️

When modelling self reflection it is important to be interrogating your values in a consistent manner. Values represent ‘what I believe to be right’ consequently they belong at the heart of self reflection. We should look at values that are second nature, intuitive and easy to model, as well as those that are a stretch or even those values that we find hard to model easily but would probably be better termed ‘aspirational’ values.

One of the best and most powerful ways to model self-reflection that I've found in my own practice as an executive coach is to ask the simple question, about once every few months: "In the future, what ideas do you have for how I can be a better coach to you?" Then I listen intently, ensure understanding, and actively take notes. Then, the next tie I ask the question we revisit their suggestion for more feedback.

My two favourite self-reflection questions to kick off a new year are: *What will I thank myself for at the end of this year? *What one thing will I regret not doing if it's not completed by year's end? These two questions always serve me well and help me reflect on the most important foci for my year.

Self-reflection is the cornerstone of coaching. It is precisely what we encourage our clients to do: carve out time, space, and energy for introspection, examining their needs, desires, biases, assumptions, and values. By employing storytelling, metaphors, analogies, and real-life examples, we demonstrate to our clients the credibility and power of self-reflection. Furthermore, the coach can become an exemplary role model for self-reflection by embodying vulnerability, openness to constructive feedback, and attentiveness during emotionally charged moments.

Don’t take yourself too serious. This applies both to coaches and trainees. I’ve seen many “know it all” coaches communicating to (not with) trainees with problems that are perceived extra galactical. This road leads to nowwhere. First disarm yourself and disarm your coach/client (whoever of the two you are.

Lead with values! As coaches, we help executives get clear on their top values and how well they honor these fundamental beliefs in order to experience greater levels of self-confidence, decisions quality, and success. Communicating and demonstrating your own values as a Coach helps model self-reflection while creating a safe space for coachees to engage in the same process.

Being an example is, of course, is a tried and true way to help another. It's about attitude and humility, not mechanics and skill.

One of the greatest examples of self reflection was demonstrated long before Socrates made the same famous among learners. It is one of the most effective way to stimulate thought with either an answerable questions or rhetorical question.

Self- reflection requires discipline of daily practice. The model that I offer in my Practice as a Conscientious Leadership and Life Coach, is very simple: to keep becoming aware of what gets lost to unawareness. 1. Be intentional- set an intention each day that is aligned with your short and long term goals. 2. Match your actions with your intentions. 3. In the evening check in with yourself how did you do - what went well, what can be better, what got in the way 4. Repeat the steps , recalibrate based on the learnings. The more you do it the more reflection you invite to your life

Na minha experiência de mais de três décadas em consultoria organizacional, por várias vezes usei SANKOFA como uma referência para a autorreflexão. O que quer dizer sankofa? : “não é tabu voltar atrás e buscar o que esqueceu”. E o que podemos aprender com essa representação, sobre a nossa capacidade ou não, de autorreflexão? Podemos monitorar o resultado dos trabalhos entregues e validados com os clientes, e depois, confrontá-los com as experiências apresentadas por outros consultores, identificando oportunidades e ameaças. A autorreflexão não convive com a vaidade e egocentrismo. Superar performance exige entre outras coisas a autocrítica e visão constante sobre si mesmo, como se você fosse a sua platéia, um expectador.

In my early career I was promoted and paid bonuses for solving problems and getting things done quickly. This caused me to focus solely on action, rather than reflection. I’m sure I’m not alone and many leaders could associate with this. So leadership development, education and practice need to reward self-awareness and reflection, valuing these so they are seen as an invested. Could organisations bonus leaders for becoming more reflective?

Alone time is priceless. In a world where one is hyper-stimulated and extensively busy schedules - alone time can provide an opportunity for self-reflection. It can be as simple as just being out in the open for a walk daily, possibly without any digital distraction.

I help my executive clients nail their core values. Core values are very hyped but nobody really understands what they are. Generally people come up with a list of 10 or even 15 of them. But truly each one of lives by 3 or at most 4 core values all our life, which basically power their inner GPS system. They don’t change in personal or professional situations. They are non-negotiable. When leaders are aligned with their core values, they make the most meaningful and impactful decisions and can easily influence others to adopt them. When their core values are violated, they squirm and can’t stand behind the ideas. Core values keep leaders aligned with who they are. They show up with authenticity, care and certainty.

Consider following these practices that promote Self reflection- 1. Question with Depth- Explore the "why" behind actions, decisions, and emotions. Examining impact on others and personal motivations reveals blind spots. 2. Journal the Journey- Capture stories, fears, and aspirations in a personal journal. This provides clarity and unveils patterns for future growth. 3. Explore Beyond Words- Audio journaling can unearth hidden emotions. Try creative outlets like sketching or dance too. 4. Cultivate Inner Calm- Quiet the mental chatter. Simple breathing exercises center the mind. 5. Embrace Mindfulness- through formal meditation or mindful walks in nature. These practices enhance self-awareness and creates space for introspection.

What else to consider? Perhaps that leaders already have self-reflection skills, otherwise they could not be leaders. Maybe the question should be how to help managers develop self-reflection skills, so that they can become leaders.

If self-reflection is "serious thoughts of one's character, actions, and motives", the development of the conscience is critical. A conscience that is not seared automatically reflects on character, actions, and motives as a natural process. This is done often before, but during, and after. Governments and all leadership development organizations are not explicit about this point nor is it contained in any model since 1840. Leadership's grand theory and the first model premised on the theory are deliberate with fact. The notion based on over 2,000 years of literature was declared a "gem" at the 2022 International Leadership Association Global Conference in Washington D.C. with major discussion on wisdom.

Being reflective per se could be a little hard to evidence ; but capturing lessons learned (personal or team) should be encouraged. Asking inductive thinking questions that drive updates to corporate standards, specifications, policies, procedures and training material could be measured and rewarded. And it's of genuine ongoing business value too.

Leaders can develop self-reflection skills by regularly setting aside time for introspection, journaling thoughts and experiences, seeking feedback from peers or mentors, practicing mindfulness or meditation, and actively analyzing their decisions and actions to understand the underlying motives and outcomes. Engaging in coaching or mentorship can also provide valuable insights into one’s strengths and areas for improvement. Have a strategic coach n a mentor throughout. It's also beneficial to encourage a culture of openness and learning within their team, which fosters an environment where reflection is valued and shared among members.

If your not getting valuable feedback in the workplace from your boss or your clients, establish a co-coaching relationship with a trusted coworker. Especially if there is someone on your team who regularly shares in meetings or projects with you. You can set up parameters such as, 3 things that went well and 1 thing to work on with each other. Starting off with positives can make the area of focus less daunting and sets a positive tone. Start with simple feedback such as, I used to notice bad posture, frowning and checking texts while in a meeting often seems harmless but can change the way others view you. You can then progress to observing and sharing more nuanced feedback though sometimes it's the small things that hold you back.