Time to reflect

As we head into the end of one year and anticipate the beginning of a new one, it’s an ideal time to carve out space in your diary to practice that reflection. Ideal doesn’t mean easy - we are often more engaged than ever in socials, networking, end-of-year deadlines and all the extra demands of the season. 

As leaders, it’s our responsibility and our job to find the space and time to reflect, learn, adapt and then act.

One of the key themes framing my reflections is the concept of antifragility. 

In his book Antifragile: Things That Gain from Disorder, Nassim Nicholas Taleb suggests that it isn’t always enough for people and organisations to be resilient and bounce back from adversity. To succeed, we must focus on becoming antifragile – to grow and thrive under pressure, through adversity and chaos. The change and chaos being experienced around the globe in recent years have shown us all that the one constant and certainty is uncertainty. A different kind of leadership is required now. 

As leaders, how can we cultivate and demonstrate antifragility in ourselves and the systems and organisations we lead?  

Here are a few of the traits and mindsets we see in our work and encourage leaders to practice: 

• Maintaining horizon-thinking. Resist the temptation to focus on the short-term to the detriment of the long-term goals (which may not even be in your lifetime). Antifragile leaders have their focus on the longer-term goal, aren’t derailed at the first sign of difficulty and understand that growth and progress are not linear. 

• Continuous learning. Leaders who develop their curiosity and value learning are unlikely to be constrained by the fear of failure. They see threats, setbacks, mistakes and even customer complaints as opportunities to learn, challenge the status quo and ultimately grow. 

• Valuing differences. The best leaders seek out and invite different perspectives and opinions. They recognise this drives creativity and innovation, making teams more adaptable and agile.  

• Creating the right environment. Antifragility in leadership isn’t just about the leader’s mindset - it’s also about the environment they create. By fostering a culture where team members feel safe to voice their opinions, take risks, and fail without fear, leaders can cultivate a collective resilience that makes the whole team or organisation antifragile. 

These ideas are not new. They are simple in concept and yet not easy to put into practice. More than ever, we are battling relentless distractions, never-ending demands on our time and constant pressure to perform, deliver and achieve. It takes courage and discipline to step back from the daily hustle and reflect. Yet it is only in this space that we will be able to lead ourselves well and fulfil our obligations. 

When was the last time you made time to reflect? Is reflection and thinking time in your diary? (If it isn’t, start now!) 

Here are a few questions to prompt your end-of-year reflections: 

• What thoughts, habits or limiting beliefs should you leave in 2024 because they no longer serve you well? 

• What new ones do you need to replace them with in 2025? 

• What aspects of leadership brought you the most joy in 2024?  

• How can you do more of this in 2025? 

If you struggle with this but want to develop more, reach out to us, we would love to support you on your journey.