The Power of Pause: Unlocking the Strategic Advantages of Reflective Leadership*

*help of AI tools

Prologue.

In the last two months, I have at least heard from 3 different businesspeople and 3 stories of how they were active during the COVID lockdown. That portion made us lean forward with interest, and I prepared this paper beginning that it would be a long one.

The three are:

First, an interview from Aldo Sutter for Corriere della Sera (https://www.corriere.it/economia/aziende/23_dicembre_12/mossa-sutter-cera-neutromed-riporta-produzione-italia-89353610-98e5-11ee-a0d7-fd10349463ac.shtml ).

Secondly the story from Miriam Gualini https://www.dhirubhai.net/feed/update/urn:li:activity:7247910172168212480/

Lastly the video from? Massimo Finco (https://fb.watch/v7oAyfAtpI/ )

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What's up?

In the complex and fast-paced, target achieving to the maximum, unofficial structures, systems and patterns of current businesses, there is an urge to simply go fast and come up with decisions fast and results. Nevertheless, plenty of empirical evidence points to the need to slow down, reflect and concentrate on the implications. of one’s behavior in many contexts. (Kanter, 2017) (Kouzes and Posner, 2016)

Why are today's managers biased toward action and execution?

The bias toward action and execution in today's business world can be attributed to a confluence of cultural and scientific factors. Culturally, the widespread embrace of agile methodologies and "fail fast" mentalities has reinforced the notion that the key to success lies in rapid iteration and immediate results. This has contributed to a corporate landscape that often valorizes swift decision-making and the ability to "get things done" over more contemplative approaches.

From a scientific perspective, the bias toward action over reflection is rooted in well-documented cognitive biases. Research in psychology has shown that humans tend to exhibit an "action bias," a predisposition to choose action over inaction, even when the latter may be the more prudent course of choice.

This bias is believed to be an evolutionary adaptation, as our ancestors were more likely to survive by prioritizing immediate, tangible outcomes over more abstract, long-term considerations. (Rodrigues, 2007) (Bruch and Ghoshal, 2010) (Korteling, Paradies and Meer, 2023)

Countering the bias: the strategic value of deep thinking

In the face of these cultural and scientific forces, contemporary leaders must consciously cultivate the ability to think deeply and strategically. Deep thinking, as opposed to mere reactive decision-making, offers a range of strategic benefits that can give organizations a significant competitive edge.

First and foremost, deep thinking enables executives to navigate the complex web of internal politics and discontinuities that often characterize the strategic decision-making process. By taking the time to carefully consider multiple perspectives and anticipate potential obstacles, leaders can chart a more robust and adaptable course of action (Boots, 2018).

Furthermore, the reflective mindset is a key precursor to imagination and future-oriented thinking.

Leaders who engage in deep thinking are better positioned to envision novel approaches to positioning their organizations for long-term success, rather than being trapped in a cycle of reactive problem-solving.

While there are many pathways to cultivating strategic thinking, one particularly promising avenue is the practice of executive coaching. Executive coaching provides a structured space for leaders to step back, reflect, and challenge their assumptions, ultimately honing their ability to think strategically about the organization's long-term trajectory.

What is the difference between reflective thinking and overthinking?

The key distinction between reflective thinking and overthinking lies in the intentionality, depth, and outcomes of the cognitive process.

Reflective thinking, as discussed in the context of effective leadership, is a deliberate, structured process of examining one's assumptions, experiences, and decision-making. This type of reflection is driven by a desire to gain a deeper understanding of oneself, one's organization, and the broader business landscape, with the ultimate goal of enhancing leadership effectiveness and driving positive change. ("Critical reflection practice as a route to leadership development", 2020)

Overthinking is often characterized by a repetitive, unproductive cycle of excessive, unfocused rumination.

Rather than leading to meaningful insights, overthinking can result in paralysis, anxiety, and an inability to take constructive action.? ("Critical reflection practice as a route to leadership development", 2020)

Why in a VUCA environment reflexive thinking becomes a strategic asset for an executive?

Mintzberg and Gosling emphasize that true reflection is not mere musing, but rather a process of "wondering, probing, analysing, and synthesizing" that can lead to profound insights and innovative solutions. In contrast, a bias towards action can often result in hastily conceived decisions that fail to account for the broader implications and long-term consequences.

In today's volatile, uncertain, complex, and ambiguous business environment, the ability to think deeply and strategically is a critical asset for leaders. Executive coaching can be a powerful tool for cultivating this capacity, providing leaders with the time, space, and guided support to engage in the kind of reflective practice that can unlock new insights and strategic advantages.

By embracing a more reflective approach to leadership, executives can not only enhance their own decision-making and problem-solving abilities, but also cultivate a culture of learning and innovation within their organizations.

The power of executive coaching

One particularly effective pathway for cultivating this reflective capacity is the process of executive coaching. By providing leaders with a dedicated space to step back, examine their assumptions, and explore new perspectives, executive coaching can help unlock the strategic advantages of deep thinking. As highlighted in the literature, critical reflection enables leaders to contemplate their experiences, question their ways of thinking, and arrive at vital insights that can inform their decision-making and leadership approach.

Executive coaching allows leaders to effectively navigate the complexities and uncertainties of today's business environment by providing a structured process for critical reflection and meaning making.

By engaging in a collaborative partnership with a skilled coach, leaders can step back from the day-to-day pressures and challenges, and gain a deeper understanding of their own thought processes, behavioural patterns, and underlying assumptions. (Smith and Sandstrom, 1999)

This reflective process enables leaders to:

• Identify blind spots and uncover hidden biases that may be limiting their effectiveness
• Explore alternative perspectives and consider the broader implications of their decisions

• Develop a more nuanced understanding of the complex, interconnected factors shaping their organization and industry

• Formulate innovative, future-oriented strategies grounded in a deep, holistic understanding of the business landscape

In this way, executive coaching empowers leaders to move beyond reactive, short-term decision-making, and instead adopt a more strategic, adaptable mindset that is essential for navigating the ambiguity and volatility of the contemporary business environment.

Finally some practical cues to recognise deep reflection when we see it happen (for instance during a conversation)

Pausing Before Responding

People who are reflecting deeply often take a pause before answering. This moment of silence suggests they are considering their response rather than providing a quick, surface-level answer.

Thoughtful, Complex Responses

Their answers tend to be nuanced, incorporating multiple perspectives, layers of insight, or careful distinctions. They may avoid simplistic or black-and-white answers, showing a willingness to explore ambiguity.

Questioning and Clarifying

Instead of immediately jumping to conclusions, reflective individuals often ask clarifying questions or challenge assumptions (their own or others’) before offering a response. This shows they are thinking critically and deeply about the issue.

Referencing Past Experiences or Lessons

They may connect the current conversation to past experiences, events, or lessons they've learned, showing a tendency to integrate new information with what they already know. This synthesis demonstrates depth in their thinking process.

Body Language and Facial Expressions

Their body language might include moments of stillness, a focused gaze, or looking away as they process information internally. They may also exhibit subtle changes in facial expressions as they ponder something deeply.

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Bibliography

AA.VV (2020) “Critical reflection practice as a route to leadership development”, Human Resource Management International Digest

Boots B.C. (2018), "Proposed Computational Classification System of Human Cognitive Biases," IEEE/WIC/ACM International Conference on Web Intelligence (WI), Santiago, Chile, 2018, pp. 766-771

Bruch, H. and Ghoshal, S. (2010), Think Again: Management is the art of doing and getting done. Business Strategy Review, 21: 70-75.

Kanter, (2017) “Power Failure in Management Circuits”; in Alan Hooper “Leadership Perspectives”, Routledge, London

Korteling, Paradies and Meer, (2023) “Cognitive bias and how to improve sustainable decision making”, Front. Psychol. 2023, 14, 1–14.

Kouzes and Posner, (2016) “Who you are isn’t who you will be”, Leader to Leader 83: 30–34.

Peltier, J. W., Hay, A., & Drago, W. (2005). The Reflective Learning Continuum: Reflecting on Reflection. Journal of Marketing Education, 27(3), 250-263

Rodrigues, C. A. (2007). “The Quality Organization: A Conceptual Framework”. Total Quality Management & Business Excellence, 18(7), 697–713

Smith, L. and Sandstrom, J. (1999), "Executive leader coaching as a strategic activity", Strategy & Leadership, Vol. 27 No. 6, pp. 33-36