Take a Pause, it is time to Reflect

The Transformative Power of a Pause and Reflect

Recently, I found myself immersed in our latest organizational quarterly Pause and Reflect (P&R) sessions. As I sat there, I couldn't help but think back with amusement to my first P&R experience at IHM—a moment of absolute culture shock. It's often said that with every job transition, you gain insight into different cultural dynamics. For me, and many others new to this organizational space, the P&R was a whole new world.

Our first few P&R sessions were an experience I could almost equate to a painful tooth extraction—uncomfortable and filled with lots of growing pains. The venues were beautiful, but the process itself was daunting. It felt almost like a battleground, leaving a part of me dreading the next HR announcement of an upcoming P&R. Yet, as we emerged from our latest P&R, I realized how we had come such a long way, not only as individuals but also as an organization. With continued effort, we had transitioned from those early, awkward attempts to something truly transformative. Our recent P&R was everything it should be: a constructive moment of reflection and strategic planning.

The Pause and Reflect is, for my organization, a designated period when we step back from the whirlwind of tasks as teams, to engage in meaningful collaborative reflection. During these sessions, we pause to assess past performance, unearth and share valuable insights, unashamedly bare our losses, proudly identify our wins, and optimistically plot a course for future improvement. Unlike regular meetings that are often mired in immediate concerns, our P&R sessions offer a broader, deeper evaluation of our work processes and team dynamics, and they remind us of our overarching strategic goal.

Over time, I have learned that the P&R promotes continuous improvement by reflecting on what has worked well and what hasn’t, allowing us to make informed adjustments to our strategies and processes as a collective.

In our last session, it also dawned on me why a P&R can be a very painful experience. It requires a lot of self-reflection and blunt honesty, and as they say, the honest truth hurts. The P&R opens the floor for transparent communication and collaboration. Individual units, or lanes as we refer to them, share their thoughts and experiences, building mutual understanding and trust. My belief is that this practice has contributed to stronger team cohesion and a more supportive work environment. It makes me wonder why more organizations are not adopting this approach that helps ensure everyone is accountable and aligned with their organization’s goals and values.

Although our P&Rs are held quarterly, I would like to believe that the frequency of any other organization’s P&R sessions can vary depending on that organization’s needs and rhythms, be it quarterly, biannually, or annually. I have even come across some teams that conduct shorter, more frequent sessions, such as monthly or right after significant projects. The key to this approach is really just consistency; regular intervals ensure ceaseless reflection and continuous improvement.

Looking back now, I can state with confidence that the initial discomfort of adapting to Pause and Reflect sessions is a small price to pay for the immense benefits these sessions actually bring. Our journey from reluctance to embracing the P&R has transformed our organizational culture, making us more reflective, cohesive, and strategic. We may not be there yet, because there is always room for improvement, ?but as we continue to grow and evolve, the P&R is a cornerstone, guiding us towards continuous improvement and sustainable growth. Embracing the P&R is not just about looking back; it’s about moving forward with greater clarity and purpose.

If your organization hasn’t yet adopted this practice, perhaps now is the time to start. The insights and growth that come from regular reflection can propel your team to new heights, just as it has done for ours.

Does your organization Pause and Reflect?

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