Reflection 3: Formal or Informal Reflective Time? How to be an Opportunistic Reflector
In our last blog we shared our ideas around different methods that support the process of reflection. In this blog, we will explore how to maximise the scope for reflection in life through making the most of both formal and informal reflective time.
In an ideal world, reflection would be something that we schedule into our lives as we do for work, gym visits and television viewing. Making diary time, even for just a short period, can help establish a framework within which learning, enhanced thinking and actions can be drawn. Having a structured approach within that time enables us to make the most of it. A short series of questions can be helpful, e.g.
Reflection 2: Find Your Preferred Method of Reflection
In our last blog we explored how to find purpose and intent as a way to distil experiences and provide time for reflection. In this blog, we will explore our second aspect of reflection – finding your ‘preferred method’ – what works for you? Just as we have preferred learning styles, we also have preferred ways of engaging in reflection involving varying degrees of structure and interaction with others.
Reflection 1: Purpose and intention or think about what you want to think about
In our last blog we set out the landscape for engaging with reflection as a way of becoming more productive in the workplace and arguably more effective learners.
This blog post discusses our proposed first aspect of reflection that is ‘Purpose and Intention’. As individuals, we have choices about what we want to reflect on, so it is not our intention to provide you with a list of suitable topics for reflection. We do, however, suggest you may care to think about the words ‘Purpose’ and ‘Intention’ as a way to help you to distill your daily experiences in a way that enables you to give time to an issue that would benefit most from some reflective practice.
According to Rene Descartes, the ability to think rationally is what differentiates humans from other species but there is evidence that suggests otherwise. Some animals seem to be showing signs of the ability to think and experience emotions. https://www.economist.com/news/essays/21676961-inner-lives-animals-are-hard-study-there-evidence-they-may-be-lot-richer-science-once-thought
Level Seven’s 7 Thoughts to Support Innovation
- Inspiration – Trust your intuition to develop your ideas.
‘Logic will get you from A to B. Imagination will get you everywhere.’ Albert Einstein
7 Steps to Powerful Working Relationships
- Identify Key Stakeholders
Who are the important players in the relationship? Make a list, draw a picture, a mindmap or a balloon diagram. (Find tips from the mind mapping originator, Tony Buzan, at: http://www.tonybuzan.com/about/mind-mapping/).
7 Steps to Building Leadership Talent
The Level Seven ‘7 Steps to Leadership’ is designed to help your organisation create a working strategy that will help you develop and retain your talented leaders whilst driving your business forward in the process. Each week we provide insight and practical tips for effective development of your leadership talent based on our many years of working with organisations.
Step 1: Business Goals & Your Talent Pool
The first step to developing leaders is to clarify your business goals.
The Business Plan
What is the business plan? What are your goals and objectives?
Think about how the business plan is communicated through the organisation and how it is embedded in practice.
How do you define talent and identify your Talent Pool?
People need to understand what you mean by ‘talent’ as an organisation. They need to know if they are in the talent pool. Mutual expectations must be set and delivered upon.
What challenges does your organisation face in developing leaders?
Resources, availability of development expertise, existing behaviours and culture can constrain development strategies. It is important to approach leadership development with an open mind and draw upon a portfolio of strategies.
Defining your goals as an organisation, identifying the purpose of your talent pool and being aware of possible barriers to success are the first steps to building a robust, clear leadership development strategy that supports achievement of business goals.