The discipline of reflection is central to all oriental philosophies and major religions, and I would argue minor ones as well. Why?
Jim CastigliaDictionaries define reflection etymologically as a Latin-based word (reflexio) meaning “to bend back.” The first meaning is “an image seen in a mirror or shiny surface.” The second definition is “a thing that is a consequence of or arises from something else,” as “healthy skin is a reflection of good health in general.”
But for our purposes, we go to the third meaning, “serious thought or consideration; an idea about something, especially one that is written down or expressed.”
We’ve just passed the calendar year’s second quarter (2Q26). And this is a great opportunity to step back and give serious thought and consideration to where you are in your business.
This article will give you some ideas to reflect on that with a little effort and enthusiasm (Gk: filled with the spirits of the gods), which can make a big difference in your business or department.
Schedule Meetings to Reflect
First and foremost, do you have a quarterly session scheduled on your calendar where you and your team have the main purpose of stepping back, reflecting, and assessing? If you don’t, the first task is to get that meeting on the calendar pronto!
In fact, schedule all your quarterly sessions for the next 12-to-36 months.
Weekly and monthly get-togethers can be powerful as well, if led effectively. Determine what’s best for your organization, but quarterly meetings should be a minimum. And make these meetings mandatory and sacrosanct. (If you solve problems, your people will look forward to these sessions. The key is NOT to waste their time. Employees hate meetings because they waste their time and aren’t productive.)
Second, review your foundations. Do you have a clear, written, inspiring vision? The best description of a vision is from author Gene Siciliano. He describes vision as “the world as you define it, arranged the way you’d like to see it.”
Vision’s Two Major Components
Jim Collins and Gerry Porras wrote the Harvard Business Review classic on vision and constructed it into two major components:
- Core ideology — your core values and core purpose
- Envisioned future — 10- to 30-year BHAGS (big, hairy, audacious goals) and a vivid description of what that future would look like.
Core values are what you stand for; the essential tenets. Core purpose captures the soul of the organization and is its north star. It’s your reason for being.
BHAGs stand for “big, hairy, audacious goals” that have the gulp factor. (President Kennedy’s proclamation of going to the moon and returning within the decade is the archetypal BHAG.)
And the envisioned future is a vibrant, engaging, and specific description of what it’ll be like to achieve the BHAG. Translate the vision from words into pictures; an image that your people can carry around in their heads.
Creating this kind of vision for your finishing and coating business is imperative because you want people who are 100% engaged in the success and achievements of the organization.
Get this work done if you haven’t already. If you’ve already done it at this level, check in with your team. Are these components still valid? Discuss this with everyone.
90-Day Major Moves
Third, what are the 90-day major moves planned? How well did you execute your major priorities last quarter? Roll up your sleeves and dig deep. Hold your people accountable and ask the tough questions.
Former CEO of Honeywell International Larry Bossidy says that execution is a systematic way of exposing reality and acting on it. Most businesspeople don’t face reality very well. He explains that execution is about discussing the whats and hows. It’s about thoroughly understanding “the gap that nobody knows.” This is the gap between promises and results. The gap between what a company’s leaders want to achieve and the ability of their organization to achieve it.
With these efforts done, now is the time to roll it out to your employees. How will you communicate this plan to them? At what levels will they participate in the planning process? The more they participate, the more they’ll own it. Discuss how you’ll track and measure success. Keep in mind that people respect what you inspect.
Lastly, always remember that people want your leadership. Give them that high-level direction by executing the steps iterated above.
And don’t hesitate to reach out to me if you have any questions. If I can serve you in any way, I’d love the opportunity. Thank you.
Jim Castiglia is the founder of Business Street Fighter Consulting, supporting entrepreneurial business owners in their desire to grow and maximize the value of their businesses.
