The Power of Self-Reflection 

The Power of Self-Reflection in Leadership: Turning Mistakes into Opportunities for Growth and Trust

Leadership is often seen as the ability to guide, inspire, and create direction for others. However, one of the most underrated yet powerful habits of great leadership is the practice of self-reflection. As leaders, our actions shape the dynamics of the team we lead, and mistakes are inevitable. What sets effective leaders apart is not the absence of mistakes, but how they respond to them, especially when they take the time to own them.

In my own leadership journey, self-reflection has been a guiding principle, helping me grow, connect better with my team, and build trust through authenticity. It has allowed me to unpack what happened during the day, assess how I showed up in different situations, and consider how my actions, decisions, and interactions impacted others. This practice of reflection happens in quiet moments—whether it’s during my drive home or even while I’m in the shower. These moments of solitude allow me to remove the distractions and "noise" of everyday life and confront myself honestly: Did I handle things the way I should have? Did my emotions get the best of me? How did I manage the challenges I faced?

This type of honest self-assessment isn’t always easy, but it is crucial for growth. According to research by Grant and Patil (2020), self-reflection allows individuals to better understand their own behaviors and motivations, leading to greater emotional intelligence and more effective leadership. This is important because emotional intelligence, which includes skills like empathy, self-regulation, and social awareness, is a cornerstone of successful leadership (Goleman, 1995).

The Impact of Owning Mistakes

While reflection helps us evaluate our performance, it also helps us identify areas where we fall short; moments when we make mistakes. One of the most critical aspects of leadership is how we handle those mistakes. In my own experience, there have been times when my responses have been inappropriate, and I needed to apologize. I've learned that acknowledging our mistakes, rather than ignoring or deflecting them, is vital for building trust within teams.

An essential part of owning mistakes is humility. Brown (2015) emphasizes that vulnerability (admitting when we’ve made a mistake) is not a sign of weakness, but of strength. It demonstrates to those around us that we are human and open to growth. As a leader, owning my mistakes has not only allowed me to model accountability but also has inspired trust within my teams.

A Turning Point: A Lesson in Humility

One example that stands out in my leadership journey occurred several years ago during the rollout of a new initiative on a pilot production line. I decided to visit the shop floor during the shift change to observe how the team was adapting. As I watched, I was disappointed with what I saw. The line leader, whom I held in high regard, was struggling to meet expectations. In the moment, my frustration got the better of me, and I decided to approach her, expressing my disappointment with how she was leading the team.

However, as I drove home and reflected on the situation, I felt a deep sense of regret. In my rush to correct what I saw as a problem, I had missed an opportunity for coaching. Instead of offering support, I had inadvertently criticized her in a way that made her feel small, even though it wasn't my intent. In that moment of self-reflection, I realized I had made a mistake and needed to own it. I was determined to make things right on Monday morning.

I pulled over to grab a few things from the grocery store. As I turned the corner to the next aisle, to my amazement there she was shopping with her daughter. I approached her, and her body language immediately told me she was still processing our interaction earlier that day. In front of her daughter, I apologized sincerely for my actions. I acknowledged that my approach had been wrong. I explained that we chose her line for the pilot because we believed in her leadership, and I'd failed to express that support in the way she deserved. At that moment, I knew I needed to build her back up.This was an opportunity for me to rebuild the trust that had been damaged.

The impact of this interaction was profound. She thanked me and revealed that she had been feeling like a failure after our conversation, burdened by the weight of not meeting my expectations. I had unintentionally added to her stress. Yet, after our conversation, she felt a sense of relief, and I could see a genuine shift in her demeanor. She was able to enjoy her weekend without the lingering discomfort of our interaction. I also had a sense of relief, knowing that I did the right thing. Sitting back in the car, I couldn’t believe what just happened, I drove home that night, thanking God for the opportunity to make the wrong right.

Would you imagine that years later when her daughter graduated and was about to enter the workforce, she asked me if I would exchange numbers with her daughter and coach her in this new season. I was humbled and honoured to support her daughter any way I could.

This moment of humility and self-correction changed the course of our professional relationship. Over the years, we built a bond based on mutual respect and trust. As I reflect on this experience, it is clear that taking responsibility for our actions, even in moments of discomfort can strengthen our leadership and foster deeper connections with our teams.

The Emotional Capacity to Lead

Self-reflection with a pure motive to improve not only helps us address mistakes but also grows our emotional capacity as leaders. When we are honest with ourselves about our actions, it cultivates a deeper understanding of our impact on others. Leaders with high emotional intelligence are better equipped to navigate complex situations, manage conflict, and inspire loyalty and trust (Goleman, 1995). Taking time for honest self-reflection enhances our; ability to lead with empathy and clarity.

Ultimately, self-reflection fosters the emotional maturity that allows us to guide others more effectively. It teaches us that leadership is not just ab out achieving results but about being present, vulnerable, and willing to learn from our mistakes. In doing so, we create an environment of trust, where those we lead feel safe to make their own mistakes and grow alongside us.

Conclusion

In leadership, our mistakes are inevitable. However, how we respond to those mistakes, determines our ability to inspire trust and build stronger relationships with our teams. By embracing self-reflection and owning our mistakes, we grow as leaders and create environments where others feel safe, valued, and supported in their own journeys.

References

• Brown, B. (2015). Rising Strong: The Reckoning. The Rumble. The Revolution. Random House.

• Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.

• Grant, A. M., & Patil, S. V. (2020). The Impact of Self-Reflection on Leadership Effectiveness: A Review of the Literature. Journal of Leadership & Organizational Studies, 27(1), 41-53.