When Satya Nadella took the helm at Microsoft in 2014, the company was at a crossroads. Once an undisputed leader in technology, Microsoft had begun to lose its edge, becoming more known for its rigid culture than for innovation.
Nadella knew that for Microsoft to thrive again, change had to start from within—and that meant starting with himself and his leadership team.
Nadella embraced self-reflection as a central tenet of his leadership style. He questioned his own biases, sought feedback from those around him, and focused on developing a growth mindset. This introspection didn’t just change him; it transformed Microsoft’s entire culture.
Under his leadership, the company shifted from a “know-it-all” mentality to a “learn-it-all” culture, fostering collaboration, innovation, and renewed success.
Nadella’s story is a powerful reminder that the path to effective leadership starts with looking inward. Welcome to “The Self-Aware Leader” series, where we will explore how self-awareness can unlock your full potential as a leader.
Over the next six months, we’ll guide you through practices that start with self-reflection, the foundation of transformative leadership.
The Importance of Self-Reflection in Leadership
Satya Nadella’s journey at Microsoft underscores a key truth: self-reflection is not just a personal exercise; it’s essential for effective leadership. Consider other business leaders famous for self-reflective practices.
- Warren Buffet is famous for spending significant time daily in quiet reflection, believing this practice allows him to think deeply and make better decisions.
- Ray Dalio takes the time to identify the principles underlying every single decision he makes, culminating in his book “Principles”.
- Bill Gates engages in “Think Weeks”, where he isolates for an entire week to read, reflect, and think deeply about the future of technology and his philanthropic work.
In the fast-paced world of leadership, it’s easy to rely on instinct and experience, but without self-reflection, blind spots remain unnoticed, and growth opportunities are missed.
Why is Self-Reflection so Rare?
Despite almost universal acknowledgment of it’s importance and value, self-reflection remains a scarcely used tool in most leader’s belts. Why is this?
For the most part, it’s not for lack of trying. Commonly, due to the stress and workload that most leaderships role involve, self-reflection stays at the surface level offering little more than a review of daily tasks. We often get stuck in the facade of surface-level reflection. Two common forms this can take includes:
- Daily Task Reflection: Many leaders focus their reflection on the minutiae of day-to-day operations—whether a meeting went well, if a deadline was met, or how a particular decision panned out. While these reflections are useful, they often miss the bigger picture. They don’t push you to consider the overarching patterns in your leadership or the deeper motivations behind your actions.
- Team-Centric Reflection: It’s common to reflect extensively on the behaviours and attributes of your team members or peers—what they did well, where they can improve, how they’re developing. But how often do you apply the same level of scrutiny to yourself? Reflecting on others is valuable, but it shouldn’t come at the expense of self-reflection.
But we know that true self-awareness that leads to real change requires going deeper—challenging the comfort of routine reflection and confronting the bigger questions that drive your leadership. This article will hopefully convince you why it’s worth the time, and how to structure it into your leadership practices.
The Power of Deep Reflection
Deep reflection is the opposite of surface level reflection, it challenges you to step back and ask tough questions about your leadership.
“When was the last time you spent half an hour reflecting on your leadership style?
How is it perceived by others?
Why did you choose this approach, and is it still the best for your team and organisation?”
These are the kinds of questions that if given time, will uncover blind spots, challenge assumptions, and drive meaningful growth.
It’s important to realise that deep reflection isn’t about quick fixes; it’s about understanding the underlying dynamics of your leadership. Deep reflection isn’t about the easy path or maximising efficiencies. It takes time, and often pays dividends that occur over years and can’t be tracked by any metric.
However, we know that true high-level leadership is built on a foundation of deep reflection, as evidenced by almost all well-known leaders across all industries today.
So What Sets Deep Reflection Apart?
1. Challenging Assumptions. Deep reflection is rooted in an exploration of your own assumptions.
Common Assumptions: “My team all feel comfortable giving me direct feedback,” or “I know what management style works best for each team member.” These assumptions can be misleading. Are you sure your team feels safe enough to be completely honest with you? Have you checked whether your management style truly resonates with each individual, how did you verify this, when did you last verify this?
2. Uncovering Blind Spots. Deep reflection involves consideration of the inevitable information you missed, or biases that went unconsidered in the moment.
Common Blind Spots: Leaders often miss how their body language might signal impatience during meetings or conversations, or how their decision-making process may unintentionally favour certain team members over others. Reflect on whether you might be overlooking the quieter voices on your team or unintentionally creating an environment where some feel less valued.
3. Exploring Core Beliefs and Values. Deep reflection involves afterthought of how your beliefs changed how you felt and acted, and understanding any differences in beliefs.
Common Beliefs of Leaders: “We’re here to make our organisation better” “Conflict is necessary to test ideas” or “A good leader always has the answers.” These beliefs might guide your actions, but not everyone on your team may share them. For example, some may value work-life balance over sheer hard work, or see conflict as a challenging and unnecessary part of innovation. Being unaware of these differences can lead to friction and misunderstandings.
4. Understanding Emotional Triggers. Deep reflection involves exploration of your own emotional state without justifying away your own responses.
Common Triggers: Stress during tight deadlines, frustration with underperformance, or anxiety over changes in direction. Many leaders believe they can hide these emotions from their team, assuming that no one notices when they’re having a bad day. However, your team is more perceptive than you think, and your emotional state can significantly impact their morale and productivity. Reflect on how your emotions might be influencing your team, even when you think you’re keeping them in check.
Toolbox: Practical Tools for Deep Reflection
Tool 1: Guided Self-Reflection Questions
How to Use It:
Set aside regular time, whether weekly or monthly, to sit down and thoughtfully answer these questions. These prompts are designed to guide you beyond surface-level reflection, helping you dig into the core aspects of your leadership.
Reflection Prompts:
1. What key assumptions have driven my decisions this week, and how have they shaped the outcomes?
Reflect on the assumptions you’ve made, whether about your team’s capabilities, project timelines, or broader business strategies. Consider whether these assumptions were accurate and how they influenced your actions.
2. How did my emotions influence my interactions with my team, and what might I do differently next time?
Think about specific moments when your emotions—whether stress, frustration, or excitement—impacted your behaviour. How did these emotions affect your communication, and what adjustments could help you respond more effectively in the future?
3. When was the last time I revisited my core leadership values, and do my recent actions align with them?
Examine your recent decisions and behaviours. Do they reflect the principles you hold most dear, or have you drifted from them in the face of immediate pressures?
4. What long-term impact might my recent decisions have on the team and the organisation?
Go beyond immediate outcomes and consider the broader implications of your choices. How might these decisions affect team dynamics, company culture, or future success?
5. Have I fallen into any habitual patterns in my leadership that need re-evaluating?
Identify any routines or habits that have become automatic in your leadership. Are these practices still serving you and your team, or is it time to reassess and potentially change them?
6. How might my leadership style be perceived by others, and what evidence supports this perception?
Put yourself in the shoes of your team members or colleagues. How do they likely see your leadership? What actions or feedback support this view?
7. What have I learned about myself as a leader in the past month, and how can I apply this learning going forward?
Look back on your experiences and insights from the past month. Identify specific lessons and think about how you can incorporate them into your leadership moving forward.
Tool 2: The Think Week Method
How to Use It:
Inspired by Bill Gates’ famous “Think Week”, once or twice a year, set aside a full day (or even a few days) where you disconnect from daily responsibilities and immerse yourself in deep thinking and reflection. Use this time to review key aspects of your leadership, consider long-term strategies, and explore new ideas.
Steps:
- Choose Your Focus: Decide on the key areas you want to reflect on or explore during your Think Week. This could be strategic planning, leadership development, or any pressing issues you’ve been grappling with.
- Create a Quiet Environment: Find a place where you can be alone, free from distractions. Whether it’s a quiet room, a cabin, or a peaceful outdoor setting, ensure it’s a space conducive to deep thought.
- Bring Key Materials: Take along any books, articles, or reports that are relevant to your focus areas. Use these resources to spark ideas and provide context for your reflection.
- Reflect and Plan: Spend your time reflecting on the big picture—your leadership style, your goals for the organisation, and how you can better align your actions with your values. Use this time to think strategically about the future.
- Document Your Insights: Write down the key insights and ideas that emerge during your Think Week. These notes will be invaluable as you return to your regular routine and start implementing the changes you’ve identified.
Conclusion: Transform Your Leadership Through Reflection
Satya Nadella’s self-reflection didn’t just change him—it revitalised Microsoft. Like Nadella, Ray Dalio, and Bill Gates, your journey into deep reflection can spark significant transformation.
It’s not about a quick review of your day; it’s about challenging your assumptions, uncovering blind spots, and aligning your leadership with your values.
As you begin this process, consider the impact it could have—not just on you, but on your entire team. Just as these leaders shaped their organisations through introspection, your commitment to deep reflection can pave the way for growth, resilience, and lasting success.
Your transformation starts now—how will you lead?
If you found this article interesting and would like to explore your leadership style in greater detail through professional coaching, please get in touch at referrals@headwaypsych.com.au or call (08) 9226 4489.
