For first-time managers, stepping into a leadership role feels like embarking on an exhilarating yet uncertain journey. It’s a pivotal moment—one where excitement meets the weight of responsibility. Yet, while enthusiasm is abundant, the complexities of guiding a team often become apparent swiftly. This is where self-reflection emerges as a vital tool, a way for new managers to navigate the challenges of leadership and craft their own managerial identity.
Self-reflection, however, is not a one-time activity. It is an ongoing practice, akin to regularly checking a compass on a long journey. Without it, managers risk veering off course, making decisions in the dark. “Self-reflection is a key practice for managers seeking to understand their leadership tendencies and improve team outcomes,” says Udbhav Ganjoo, head-HR-global operations, Viatris. Through this introspection, managers can assess their behaviours and their impact on the team, fine-tuning their approach in response.
Shailesh Singh, CPO, Max Life Insurance, underscores the importance of understanding one’s own work style alongside the needs of others. “Knowing oneself is as important as understanding the needs of others,” he says. A mismatch between a manager’s natural tendencies and the expectations of their team can hinder effectiveness. For example, a manager who prefers meticulous attention to detail may struggle if their team values speed. Self-reflection bridges these gaps, ensuring managers adapt to serve both their teams and customers better.
“Self-reflection is a key practice for managers seeking to understand their leadership tendencies and improve team outcomes.”
Udbhav Ganjoo, head-HR-global operations, Viatris
Self-reflection also tempers the instinct to react impulsively, replacing it with thoughtful responses. As Rajesh Rai, VP – people and culture, GlobalLogic, explains: “Life’s biggest aha moments rarely come in firefighting mode; they are experienced in calm, reflective states.” This practice helps managers spot patterns in their decisions, identify their strengths—such as communication or problem-solving—and highlight areas needing attention, like delegation or conflict resolution. The result is greater emotional intelligence, crucial for navigating team dynamics.
“Life’s biggest aha moments rarely come in firefighting mode; they are experienced in calm, reflective states.”
Rajesh Rai, VP – people and culture, GlobalLogic
Tools for self-assessment and growth
Several techniques can help new managers engage in self-reflection effectively. Ganjoo recommends using 360-degree feedback and self-assessment tools to gather insights from peers, supervisors, and team members. “Such feedback mechanisms create a fuller picture of how others perceive a manager’s leadership, identifying blind spots and areas needing attention,” he notes. Feedback, however, requires vulnerability. Singh adds, “Feedback is only useful if one is open to learning and improving. For new managers, this means accepting constructive criticism without defensiveness.”
Journaling is another method that allows managers to track their behaviour over time, revealing patterns they might overlook in the daily bustle. Leadership personality assessments, such as the Myers-Briggs Type Indicator (MBTI), offer further insights by connecting personality traits to management style. Additionally, mentoring is invaluable. “A mentor helps provide tailored advice on how to leverage strengths and work on improvement areas,” Rai points out.
“Knowing oneself is as important as understanding the needs of others.”
Shailesh Singh, CPO, Max Life Insurance
Aligning leadership with team needs
One of the most valuable outcomes of self-reflection is the ability to align management style with team dynamics and organisational culture. A reflective manager quickly discerns whether their team thrives under autonomy or needs more direct guidance during key projects. It also helps in managing stress and building resilience, as managers learn to handle pressure with more equanimity.
Reflecting on the company’s culture is equally important. In creative environments, a hands-off approach may be appropriate, allowing employees the freedom to explore new ideas. Conversely, in a more structured, accountability-driven organisation, a hands-on style may be essential. By considering both team preferences and corporate strategy, reflective managers foster a more cohesive and productive workplace.
Long-term leadership development
Self-reflection is not merely a tool for immediate improvement; it also shapes long-term leadership goals. “Self-reflection helps managers understand where they currently stand and where they want to be,” Ganjoo observes. Regular reflection allows managers to adjust their approach as their roles evolve, ensuring continued growth.
Frequent introspection—whether through weekly journaling or quarterly feedback sessions—enables managers to track progress and address challenges. Techniques such as mindfulness and meditation can also enhance self-reflection, helping managers focus on their leadership style with greater clarity. Rai stresses the importance of consistency, noting that “while self-reflection cannot be forced, it is beneficial to set aside time for it.”
Ultimately, self-reflection allows managers to adapt to the ever-changing demands of leadership. It ensures they are not only responding to their team’s needs but also aligning their personal development with the organisation’s broader mission. As Singh puts it, “We can do more with less, be agile, and stay creative only if we remain lifelong learners.”
Far from being a soft skill, self-reflection is a strategic asset—one that enables managers to lead with purpose, clarity, and adaptability in an increasingly complex world.
