Speed is a defining expectation of modern leadership. There’s a not-so-subtle expectation to respond quickly, decide quickly, and pivot quickly. But what happens when moving fast comes at the cost of empathy, clarity, and trust?
As Nate Allen shared in his recent #shifthappens Podcast episode, leaders who take time to “zoom out before they react” are better equipped to lead transformational change. That small shift – pausing before responding – creates the space to observe, reflect, and re-engage with intention.
The Trap of Reacting Too Quickly
When pressure is high, many leaders fall into fight-or-flight mode. That reflex may get something done in the moment, but it often comes at a cost.
- Empathy takes a back seat. In reactive states, leaders tend to focus on solving the immediate issue rather than listening to and understanding their people. Yet, research shows that psychological safety is a proven driver of higher functioning teams, which in turn fosters innovation and lowers burnout risk.
- Decision quality erodes. Decision fatigue is well-documented. As the day wears on, mental fatigue chips away at decision quality, leading leaders to favor shortcuts over strategy and employees to make costly errors from overlooked details. This cognitive drain not only delays critical projects but quietly erodes an organization’s momentum and competitive edge.
- Teams disengage. Highly engaged teams are 21% more productive and experience 59% less turnover than teams that are disengaged from their work. That kind of engagement depends on employees feeling valued — a recognition of their worth that fades when leaders only react instead of reflect.
What Reflection Looks Like in Practice
Reflection isn’t about retreating from decisions or dragging out timelines. On the podcast, Nate Allen described it as “reflection in action.”
- In a meeting, it can mean mentally stepping back for a moment to observe dynamics before contributing.
- In a crisis, it can mean asking what context or data might be missing before rushing to a conclusion.
- In 1:1 sessions, it can mean using the conversation not just to review tasks, but to look back and forward: what worked, what didn’t, what’s next, and how to prepare.
Building Pauses into the Rhythm of Work
The leaders who succeed at this don’t leave reflection up to chance. They create deliberate checkpoints for themselves and their teams. This can look like:
- Blocking time on the calendar. Some leaders dedicate weekly or monthly time for reflection. The practice is simple: review what’s happened, capture lessons, and set intentions for the weeks ahead.
- Looking back, then looking forward. In 1:1 meetings, pair a review of recent experiences with preparation for what’s next. Ask “What did we learn from last week? What’s coming up that we should anticipate together?”
- Asking better questions. Instead of immediately diving into solutions, normalize questions like "What are we missing?" or "How else might this play out?" These prompts shift the team out of reactive problem-solving and into systems-level thinking.
- Modeling the behavior. When leaders openly share their insights – acknowledging lessons learned or naming where they paused before acting – they signal that slowing down is part of effective leadership, not a sign of indecision.
From Reflection to Transformation
Why does this practice matter? It matters because transformational change requires more than quick problem-solving. It requires empathy, psychological safety, and alignment of people, priorities, and pace.
Organizations with strong cultures of thoughtful evaluation and feedback are outperforming their peers and experiencing higher revenue growth. Employees in these environments are more likely to share ideas, flag risks early, and collaborate across silos. That’s because they feel safe – seen, valued, and heard – by leaders who are intentional in their actions.
Slowing down at the right moments isn’t a barrier to progress; it’s what makes growth sustainable. Without these instances, leaders tend to react impulsively, solving immediate problems only to create new ones down the line. With intentional pacing, they make choices that last.
Clarity over Urgency
Business environments will only continue to accelerate, and the pressure to act quickly can feel unavoidable. That is exactly why strategic slowing is more important than ever.
The next time urgency builds, resist the instinct to respond immediately without thorough planning. Instead, take a step back. Observe. Ask what’s missing. Then, step back in with intention.
Your action may be the same one you would have chosen in the moment. But now, it is rooted in empathy, clarity, and purpose — the ingredients of lasting leadership.
For more on the power of strategic slowing in leadership, listen to Nate Allen’s full episode on the #shifthappens Podcast.
