During my 20+ years in leadership positions, I often found it challenging to step back and look at a situation with fresh eyes. Many times I would bring issues home, talking them through with my husband, and sometimes I would diagram or write out the complex mix of factors around an issue needing a decision. But I never developed a routine way of reflecting.
The higher you move in management, the more isolated you can feel. Even if you worked your way up through the ranks of one organization, your relationships with colleagues naturally change when you become “the boss.” As a new leader, I observed two very different behaviors with colleagues: either people would use their close relationship with me to bend my ear and allow their perspectives to be heard, or they would hold me at arm’s length and share superficially about their experiences on the job. It took awhile for me to understand that my relationships were forever changed as I became more of a leader and less of a colleague. And that meant I didn’t have the kind of access to problem-solvers or information-holders I needed.
Learning about your organization is integral to being a good leader. To understand its intricacies, grow, make good decisions, and develop a vision, you need clear, accurate information from multiple perspectives. Accessing and organizing information changes.
This was especially true for me when I took positions in organizations new to me. I wanted to connect directly with people, to understand their concerns and what they envisioned for the organization, but I often felt like the outsider who wasn’t getting an honest take on things simply because I was the new leader, and subject to manipulation.
Enter journaling. As part of my sabbatical and preparation for the next phase in my professional life, I began writing for 30 minutes each day. At the time I was not seeking to gain insight or tackle issues. I was simply trying to amass a body of blogs to launch my professional website in a few months’ time. What I gained from the practice was so much more than what I originally sought: perspective.
For example, while in the midst of writing on the topic, “People Can Change,” a complex employee issue I had previously faced became completely clear to me.
I read my reflection aloud to my husband that night. “Why couldn’t I see this when I was in the middle of the situation?” I demanded. He felt that it was the stepping away that had made the difference, the fact that time had passed and I was no longer experiencing the day-to-day turmoil. But I’m not so sure. By writing the details of the challenge, it became more concrete. I got it out of my head and onto my laptop, and by doing so, I could take a real look at it, revisit it, and reflect on it. I remain convinced that it was the journaling that clarified my thinking and helped me gain perspective by seeing the whole picture.
There is a body of literature that supports the need for leaders to spend quiet time reflecting upon their work. Some leaders routinely take a few hours away from the office or school doing something completely different in order to clear their heads and think more productively. Others set aside time each day for interruption-free thinking. Reflective thought allows the leader to take a fresh look at complex issues and to examine underlying assumptions, past and current knowledge, and possible connections between pieces of information. It is helpful to preserve these thoughts in writing, so you can study each and ask yourself: Is this really true? Is this what I really think?
So how does a leader practice reflection? First, I’d suggest looking at your personal thinking style. Do you think clearest when you are moving? You might take a walk and use your phone to record your thoughts. Or you might follow your walk with time with your laptop to capture your thoughts. Coffee shops work for some, whereas others use early morning quiet time to settle into writing.
I began my blog-writing journey by reading “The Chunky Method” by Allie Reiter. This little book helps aspiring authors identify what kind of writers they are (short chunks or long chunks) and even the amount of time they routinely spend getting thoughts down on paper. My “chunk” turned out to be about 650 words, something I can complete in 30-45 minute sittings. I now have a 30-minute writing time scheduled at the same time each day, with 15 minutes of wiggle room if I am on a roll and feeling particularly focused.
I try to form a vague idea of what I want to tackle in the next day’s writing before heading for bed each night: either a topic or a problem I’ve identified. I also keep a page on my computer called “blog ideas” where I add first sentences or topic ideas when they come to me. If I’m unsure of what to tackle during my scheduled time, I’ll review that list and see what fits my mood for that day.
Maybe you’re trying to form a vision or prioritize your work. Or you’re trying to solve a vexing problem. Perhaps you are simply needing to slow the chatter in your brain so that you can sleep better each night. Whatever your goal, journaling is a skill critical to your success as a leader.