Why Great Leaders Slow Down to Move Forward
We’re constantly rushing. Rushing through agendas when a topic deserves more air. Rushing to solve problems without truly understanding them. Rushing to the next big thing before we’ve properly addressed the current one.
Sound familiar?
This relentless pace doesn’t actually fix anything. Instead, it merely covers the fundamental issues. Those small cracks we ignore today become greater issues tomorrow, and suddenly we’re wondering why job satisfaction feels elusive, why our teams seem disconnected, or why we’re constantly trying to solve the same problems.
I’ve watched this pattern play out countless times. In organisations I’ve worked in and with, in leadership teams I’ve coached, and yes, in my own journey. When people feel their voice isn’t truly being heard, it breeds frustration, anger, eroded confidence, and a motivation that quietly flatlines.
But here’s what I’ve learned. We don’t need more meetings or better project management software. We need to build scaffolds - for ourselves and our colleagues that support both reflection and construction, not destruction.
Creating Space for Real Conversation
The most transformative conversations aren’t timed. They’re not squeezed between back to back meetings. They happen when we create genuine space to understand what’s really going on with each other, with our work, with ourselves.
This isn’t about adding another task to your already overwhelming todo list. It’s about establishing a ritual that fundamentally changes how we communicate and solve problems together.
Over the past few years, I’ve developed what I call the Six C’s framework - clearer context creates consistent considered communications. It’s deceptively simple, yet I’ve seen it transform how leadership teams operate, how individuals find their voice and how organisations tackle their most stubborn challenges including for myself.
The Monthly Reflection Ritual
Here’s the thing about getting issues off our chest. Often we do it without context, clarity, or consideration. Or worse, we internalise everything until it becomes all consuming and creates confusion and utter frustration for all involved. Neither approach serves us or our teams.
What if instead, we committed to a weekly or monthly ritual of deep reflection? Not colour by numbers for the sake of it, but structured thinking that leads to actionable insights and stronger relationships.
Implementing the Six C’s Framework
Start with context. What were the conditions of the past week or month? Maybe you were covering for a colleague, battling illness, or juggling a difficult home situation. Understanding the context, both personal and professional is essential for honest reflection and so you don’t spiral. Without it, we judge ourselves and others too harshly or miss critical patterns entirely.
Acknowledge what worked. Be specific. Provide examples. Celebrate wins within their proper context. This isn’t about toxic positivity. It’s about recognising genuine progress and building on it.
Examine the challenges. Again, with examples and careful consideration. What got in the way? What frustrated you? What patterns are you noticing?
Consider the do-over. If you could change one thing, what would it be? By this point, with proper context and reflection you’ll either have clear actionable insights or you’ll draw a blank. Both are valuable data points.
Identify your needs. What questions do you have? Who do you need to ask? Where do you need help or collaboration to make meaningful changes?
Making It Work in Practice
Let me show you what this looks like in real life.
The context. I currently find myself in week four of seven weeks of work travel, with a busy runway to year’s end. I was thinking about my team’s energy levels, how to keep us focused and delivering dynamically despite the pressure. My son has been undergoing his Year 12 final exams (HSC here in NSW) which he has just finished and I was considering how to support him through the transition from high school to university. Lots of moving parts. Lots of living out of a suitcase.
What worked? We’d moved through a heavy workload with one team member out for four weeks without burning out. We’d found moments to stay connected and have fun. My son navigated his exams calmly (and I hope that means he might even clean his room now 😂). And despite the intensity, the travel has felt worthwhile because the work is meaningful and sparks my creativity. Plus I got the opportunity to slow down and witness some of the most incredible sunsets during my travels across Australia - like this one above in Longreach in Outback Queensland.
The challenge? Finding a new team member who truly gets our culture, aptitude, and attitude (we are currently recruiting). But recognising my context limited headspace during intense travel, I parked that decision. No good comes from rushing recruitment.
If I had a do-over? I’d have started recruiting earlier.
Where did I need help? From my network, to find someone who genuinely understands how much our work matters. From my team, to double their mutual support as we head toward Christmas. And from myself, to maintain clearer boundaries to manage my own energy levels and speak up when needed.
The Ripple Effect
When teams practise this ritual together, something shifts. There’s less verbal explosion and more thoughtful articulation. Problem solving becomes collective rather than siloed. Connection deepens. You create a consistent culture of communication and collaboration not because someone mandated it in a policy document, but because you’ve built the scaffold together.
The best part? This isn’t just about better business outcomes, though those certainly follow. It’s about creating workplaces where people genuinely want to show up, where voices are heard, and where we tackle challenges together rather than letting them calcify into permanent dysfunction.
So here’s my challenge. Try this ritual with your team. Start with yourself if that feels more comfortable, then bring it to your colleagues. See how clearer context really does create consistent, considered communications.
Because leadership isn’t about having all the answers. It’s about creating the conditions where the right questions can be asked, heard, and explored together.
