Pivotal moments test organizations. What happens next often depends on one thing: whether leaders reflect and apply what they learn.
Here's What Happened
I was part of a division-level reorganization resulting in attrition, disengagement, and ultimately a consolidation of three offices that were expected to cross-pollinate but never did. The decision had already been made. The reorganization was part of a broader strategy to create a unit responsible for enterprise planning, performance, and risk.
On paper, it made sense. But some questioned whether combining three disparate functions would create true alignment or simply combine teams that operated very differently.
The Result
The reorganization was approved, and it moved forward. The first wave of employees left. Soon after, leadership initiated another structural change within the newly consolidated office. If reflection occurred between the two efforts, it did not show up in the next phase of execution.
Then This Happened
The second reorganization moved at lightning speed, and confusion quickly spread across the organization. Work continued, as it always does, but uncertainty grew. A mass email followed: Office A would become Office B, with a new name and mission. More employees chose to leave, while those who remained faced ongoing uncertainty about direction and expectations. Culture weakened and strategic goals stalled. Clarity never fully emerged, leaving us unsure how the changes would ultimately strengthen the organization.
What If…
What if leadership had engaged in reflection — even briefly — between the first and second change? Reflection as simple as asking:
- What worked well?
- What didn't work well?
- What could be done differently next time?
Could the second reorganization have achieved stronger results? I will never know. I also do not have visibility into all the information and constraints leadership faced at the time. What is clear is that reflection must shape decisions to change outcomes. Reflection is valuable, even more so when it drives what happens next.
The Real Point
This isn't about evaluating the reorganization itself. It's about the discipline of reflection at pivotal moments, especially given the impact those moments have on talent, culture, strategy, operations, and growth. This experience is simply one example of a pivotal moment — one that had visible impact and therefore offers a meaningful opportunity to reflect. The point is this: Pivotal moments are part of leadership — learning from them is what strengthens execution.
Don't Skip the Reflection
Consider reflection at your next pivotal moment — strategic shifts, key milestones, significant transitions, critical points in major initiatives, or meaningful progress toward goals. You can reflect within these moments, too, not just after them. When you do, you carry forward what you've learned and apply it in real time, strengthening execution through to completion.
You may be thinking, "We don't have time." Reflection does not mean slowing progress. In fast-paced environments, reflection helps leaders stay clear on what's working, what isn't, and what must change. The organizations that sharpen execution and sustain strong performance are not those that move nonstop. They are the ones that learn between moves and apply what they learn.