Leading Reflection: Developing the Relationship between Leadership and Reflection
The other day, I (Russ) was invited to present my thoughts on organizational change to 60 senior managers at the headquarters of International Utilities plc.1 Before I made my presentation, the chief executive took the opportunity to outline his own thoughts about the company going forward in a presentation called ‘Possible Organizational Change’. He identified key issues and areas of growth, he pinpointed his view of the way forward, and he reaffirmed the corporate values underpinning managerial action. He finished his presentation by pointing to the title of his talk and he emphasized the word ‘possible’. He explicitly invited all the managers present in the room to comment on this possible future, to communicate other ideas or issues that were important, and to be part of discussions on his thinking about taking the company forward. Thoughts and comments could be given directly to him, to any other member of the senior management team, or to individuals’ line managers (who would then pass them up). We have two questions for the reader. How much feedback do you think the chief executive received? How much feedback do you think the chief executive wanted?